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AZSHRM - Interdepartmental Relationships - Keep People and Departments Running Smoothly

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Companies of all sizes can struggle with poor communication, inefficient processes, or departmental squabbling. When this happens, employee morale and productivity will fall, weighing on job satisfaction and retention. This then spills over to the customer experience and your bottom line. The good news is, much of this can be exposed and acted upon to prevent future damage. For more on this topic, read: http://www.satrixsolutions.com/blog/interdepartmental-communication-and-its-impact-on-customers/

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AZSHRM - Interdepartmental Relationships - Keep People and Departments Running Smoothly

  1. 1. INTERDEPARTMENTAL RELATIONSHIPS HOW TO KEEP YOUR INTRICATE SYSTEM OF PEOPLE AND DEPARTMENTS RUNNING SMOOTHLY @SatrixSolutions
  2. 2. SATRIX SOLUTIONS: CULTIVATING COMPANIES PEOPLE WANT TO BUY FROM AND WORK FOR™ Evan Klein Founder & President evan@satrixsolutions.com linkedin.com/in/evanbklein @SatrixSolutions
  3. 3. THE PROBLEM @SatrixSolutions
  4. 4. THE IMPACT OF INTERNAL DYSFUNCTION o Reduced Efficiency / Productivity o Increased Job Dissatisfaction o Lower Employee Morale o Higher Turnover Rates o Suppressed Innovation o Lower customer satisfaction @SatrixSolutions
  5. 5. MORE SILOES @SatrixSolutions
  6. 6. PRIMARY OBJECTIVE – CONTINUOUS IMPROVEMENT o Culture o Recruiting o Training o Engagement o Systems & Data o Career path o Etc. @SatrixSolutions
  7. 7. PRIMARY OBJECTIVE – CONTINUOUS IMPROVEMENT  Internal Collaboration  Customer Experience @SatrixSolutions
  8. 8. THE IMPACT ON CUSTOMER EXPERIENCE Poor Internal Collaboration Inefficient Processes Poor Customer Experiences @SatrixSolutions Disengaged Employees
  9. 9. HR INVOLVEMENT IN THE CUSTOMER EXPERIENCE @SatrixSolutions
  10. 10. RECOMMENDATIONS @SatrixSolutions
  11. 11. LEADING BY EXAMPLE The importance of collaboration and teamwork must start at the top. @SatrixSolutions
  12. 12. @SatrixSolutions Subject: Communication Within Tesla There are two schools of thought about how information should flow within companies. By far the most common way is chain of command, which means that you always flow communication through your manager. The problem with this approach is that, while it serves to enhance the power of the manager, it fails to serve the company. Instead of a problem getting solved quickly, where a person in one dept talks to a person in another dept and makes the right thing happen, people are forced to talk to their manager who talks to their manager who talks to the manager in the other dept who talks to someone on his team. Then the info has to flow back the other way again. This is incredibly dumb. Any manager who allows this to happen, let alone encourages it, will soon find themselves working at another company. No kidding. Anyone at Tesla can and should email/talk to anyone else according to what they think is the fastest way to solve a problem for the benefit of the whole company. You can talk to your manager's manager without his permission, you can talk directly to a VP in another dept, you can talk to me, you can talk to anyone without anyone else's permission. Moreover, you should consider yourself obligated to do so until the right thing happens. The point here is not random chitchat, but rather ensuring that we execute ultra-fast and well. We obviously cannot compete with the big car companies in size, so we must do so with intelligence and agility. One final point is that managers should work hard to ensure that they are not creating silos within the company that create an us vs. them mentality or impede communication in any way. This is unfortunately a natural tendency and needs to be actively fought. How can it possibly help Tesla for depts to erect barriers between themselves or see their success as relative within the company instead of collective? We are all in the same boat. Always view yourself as working for the good of the company and never your dept. Thanks, Elon
  13. 13. COMMUNICATE. SOCIALIZE. REINFORCE. o Messaging & communication o Internal social channels o Collaboration tools o Knowledge management o Training & education o Story-telling o Reward & recognition @SatrixSolutions
  14. 14. EMPATHY & UNDERSTANDING Walk in Other People’s Shoes @SatrixSolutions
  15. 15. ESTABLISH CLEAR “LINE OF SIGHT” @SatrixSolutions
  16. 16. INTERDEPARTMENTAL SURVEYS o Responsiveness o Knowledge & ability o Courtesy & professionalism o Ease of working with them o Diligence & follow-through o Overall satisfaction Leverage online, anonymous surveys to evaluate internal collaboration @SatrixSolutions
  17. 17. @SatrixSolutions If a [Company] colleague needed assistance with a relevant issue, how enthusiastically would you recommend they contact [Department Name]?
  18. 18. EMPLOYEE OPINION SURVEYS “What policies or processes make it harder for you to best serve your internal colleagues or our customers?” @SatrixSolutions
  19. 19. THE RESULT @SatrixSolutions
  20. 20. TEAMWORK = SUCCESS @SatrixSolutions
  21. 21. A STRONG REPUTATION AS AN EMPLOYER @SatrixSolutions
  22. 22. Net Promoter Scores between 60 and 80 *Source: Satmetrix WORLD-CLASS SERVICE @SatrixSolutions
  23. 23. A STRONG REPUTATION AS A PARTNER @SatrixSolutions
  24. 24. TIPS FOR INTERDEPARTMENTAL SUCCESS Work with C-Level Executives to “Set the Tone” Promote empathy, understanding and communication to avoid silos Cultivate an environment where employees are comfortable sharing opinions Remove unnecessary obstacles so people can do their jobs effectively Engage all employees on continuous improvement initiatives Conduct Interdepartmental Surveys to assess teamwork and unity Celebrate wins and acknowledge each department’s role @SatrixSolutions
  25. 25. Evan Klein Founder & President Direct: 480-773-6120 evan@satrixsolutions.com www.satrixsolutions.com

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