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TLS Continuum How to Guide to We don't measure what we don't know

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This installment of the TLS Continuum How to Series looks at the use of an HR Audit to determine your organization readiness for change.

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TLS Continuum How to Guide to We don't measure what we don't know

  1. 1. We Don’t Measure What We Don’t Know TLS Continuum How To Guide
  2. 2. We Don’t Measure What We Don’t Know  The 5 “Why’s”  How do we know?  Use of what we learn
  3. 3. The 5 Why’s Want to find the real problem, ask!!!! There is a tool called the 5 Why’s It consists of 5 questions, each a single word WHY EACH ANSWER SHOULD TAKE YOU CLOSER TO THE REAL CAUSE
  4. 4. The 5 Why’s CONSIDER THIS SCENARIO Question 1: Why do we need to have five interviews to select the right candidate? Answer: Because that is the way our system is designed Question 2: Why is the system designed that way? Answer: Because that is the way the VP of HR wants it done. Question 3: Why does he want it done that way Answer: Because that is the way his boss has said it should be done Question 4: Why does his boss want it that way Answer: Because he was told at a conference that this was the best practice in hiring Question 5: Why was he told this? Answer: The consultant told the audience that the key to quality hires was multiple interviews.
  5. 5. How do we Know? We know by using inquiry tools The best practice tool is the use of an HR Audit Questionnaire Consists of 14 areas of inquiry
  6. 6. How do we Know? We know by using inquiry tools The best practice tool is the use of an HR Audit Questionnaire Consists of 14 areas of inquiry
  7. 7. How do we Know? Inquiry # 1: What is your Goal? What is your goal? Why can’t you reach that goal?
  8. 8. How do we Know? Inquiry # 2: What is your Goal? What is your end objective? In order to reach the goal we must have what? In order to have the critical success factor we must have what?
  9. 9. How do we Know? Inquiry # 3: In order to introduce a continuous process improvement effort , you must carefully plan the process on the behalf of upper management Has management bought into the required change? Has management determined the current state? Have you developed a communication plan? Has management completed a risk assessment?
  10. 10. How do we Know? Inquiry # 3: In order to introduce a continuous process improvement effort , you must carefully plan the process on the behalf of upper management Has management completed a utilization plan? Has management determined the voice of the customer?
  11. 11. How do we Know? Inquiry # 4: Has management changed their operating methods? Are your managers still command and control advocates? Are your managers acting as rulers or coaches? Are your managers focused on results or solutions? Have your managers established key performance indicators?
  12. 12. How do we Know? Inquiry # 5: Reduction of defects Are your managers using visual management tools? Have you identified sources of defects?
  13. 13. How do we Know? Inquiry # 6: Educate and Train Do your managers understand the difference between education and training? Is there a management training program in place? Is there a training effectiveness assessment in place?
  14. 14. How do we Know? Inquiry # 7: Management into leaders Are their individual development plans for each employee? Has the business case been laid out for change? Is there a clear vision for the future in place?
  15. 15. How do we Know? Inquiry # 8: Drive out fear Does the organization tolerate failure? Are innovation failures part of the annual review process? Are your human capital assets empowered to make changes?
  16. 16. How do we Know? Inquiry # 9: Silo breakdowns Is not my job an acceptable answer? Are innovation failures part of the annual review process? Are your human capital assets empowered to make changes?
  17. 17. How do we Know? Inquiry # 10: Process Focus Does the organization comprehend that problems are caused by processes not people? Are all processes mapped? Is process improvement applied to the entire organization?
  18. 18. How do we Know? Inquiry # 11: Quotas Are management reviews based on problem solving methods? Is organizational productivity based on numeric scores? Is process improvement based on evidence-based metrics?
  19. 19. How do we Know? Inquiry # 12: Visual assessments Has management walked the process? Has management visited with customers Has management worked the process?
  20. 20. How do we Know? Inquiry # 13: Gaining knowledge Has the organization established a resource center? Has the organization identified external educational resources?
  21. 21. How do we Know? Inquiry # 14: Urgency Is the organization committed to action? Do all projects have a set completion? Has organization made arrangement for team members to complete team work without concern for regular duties?
  22. 22. How do we Know? Inquiry # 15: Coaching Is management helping struggling employees? Are managers a working part of the problem solving process? Are managers dictating solutions?
  23. 23. How do we Know? Resolving How do we know requires New Mindset New Skills New Knowledge levels
  24. 24. How do we Know? Want to gain these new skills: Join Us November 17-18, 2016 in Orlando for How to become the critical HR Leader You are Meant to be For more information visit http://dbaiconsulting.com/achieving-hr-excellence-through-six-sigma- seminar/
  25. 25. Daniel Bloom SPHR, Six Sigma Black Belt Chief Executive Officer Daniel Bloom & Associates, Inc. PO Box 1233 Largo, FL 33779 (727) 581-6216 dan@dbaiconsulting.com http://www.dbaiconsulting.com More Information?

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