by Lee Fried, on 09 Feb 2008 05:30 pm
The Journey
A Changing Workforce
Over time an organization applying Lean principles and practices learns to adjust how it views and approaches it human resource strategies. The traditional view of career paths up through functions, specialized skills sets and narrow job descriptions is no longer practical or sufficient. These are replaced by career paths that value cross-functional experience, generalist skill sets, a flattened heirarchy and flexible job classifications.
The transition from these old practices to this new view of human resources is a difficult one and it requires time, practicality, consistency in practice and a lot of change management. In many ways this is the greatest challenge we face in our organization moving forward with our Lean transformation. This transition challenges decades of management practice and doctrine and makes void what for so many years people have been taught is important. For employees that have been working their way up the career ladder the next step may not be in the same direction. For long tenured employees with deep functional skills the new, generalist requirements of the job may seem overwhelming. And for the star on the team that is always coming to the rescue when a new fire pops up the reward and the recognition may no longer be the same.
Yet this new way of working offers many advantages over the old. Associates are supported to learn new skills, practice experimentation and problem solving. Career paths offer the excitement of change and broad experience. The work can be more interesting, more challenging and less mundane. Associate will be provided a broader view of how their work makes a difference to those that they serve.
As the organization begins its transition it is important that leadership is able to describe these advantages in a compelling way. At the same time it is also important that leadership is open, transparent and forthcoming with staff about how their jobs and roles will change. Leadership must describe in detail, often what the future world will look like and reinforce why the change is so important to improving the ability of the organization to serve it customers. Its patients. What the change settles down, most employees will like the challenge of the new world. In the Model Line area I have heard several managers say “they would never go back” to the old way of working. Sadly, some will not make it through the transition, the new way of working does not match where they want to go or they hold on to tightly to where they have been.
on 11 Feb 2008 at 5:29 pm 1.Tanya said …
I agree with you on the importance of transparency in leadership and wish that Group Health was open and forthcoming with our staff about these pending layoffs. We are told that, due to LEAN, our positions are being cut. However, we are told this in passing, with no answers and no further information. Where is the transparency? Where is the plan? How are we to know when our last day is going to be or whether there will be another position available to apply for? I am 7 months pregnant and I know that GHC is only required to give 14 days notice of layoff. Do I apply for welfare now or once GHC achieves transparency?
on 12 Feb 2008 at 8:51 pm 2.James Hereford said …
Tanya,
My name is James Hereford, and I am the Executive Vice-President for Strategic Services and Quality. I would like to apologize for the miscommunication that you received from your manager indicating that the layoffs were due to LEAN. This is not the case. What is true is that our cost infrastructure was too large and that LEAN efforts are not mature across our organization in order to manage a cost reduction through attrition over time, or better yet, through growth. I would be happy to talk with you more about this if you would like to contact me at 206.448.7323.
on 18 Feb 2008 at 11:10 am 3.How To Thrive When Your Company Goes LEAN « Pass The Buck said …
[...] A Changing Workforce by Lee [...]