Or, in this case, sit down to dinner. Discussion, debate and dialogue ensure surrounding standardization vs. customization. My husband is a Lean Six Sigma Master Black Belt. In other words, he can break a process with his pinkie finger and make it better. Simplification and standardization are key in his world. As an HR / OE Consultant my world is filled with different clients every day. There are common functions and processes (e.g., recruiting, employee relations, training and development), yet each client is unique in terms of industry, needs and culture. Every client is unique, yet the same issues and challenges occur in every business.
So how do a process improvement guru and a custom solutions provider coexist, and even thrive, in the same space?
So how do a process improvement guru and a custom solutions provider coexist, and even thrive, in the same space?
Believe it or not, hubby and I work quite well together on joint projects. Keeping a few key themes in mind can help your organization balance the efficiency of standardization with the accelerated buy-in that comes with customization.
1. Find common ground. The goal of Human Resources, Organizational Effectiveness and Process Improvement are the same – to align people and process for more effective outcomes. Rally around a common goal, take time to understand and evaluate different approaches, and incorporate only those elements that make sense for the project or the client.
2. Common where possible, custom when it counts. The value a consultant brings is her depth expertise. Consultants leverage this depth to quickly diagnose situations and identify possible solutions. These solutions are only valuable to the extent they match the culture, processes and ways of thinking in the client organization. The consultants “toolkit” is only the beginning of the conversation. The finished product is an entirely new creation that has a solid theoretical foundation and also fits a particular client’s needs.
3. Consistent at the core. Every function has core theories, rules and practices that are inviolate. Accounting has GAAP, Lean has elimination of waste, and Human Resources has equal opportunity. An accountant cannot vary from GAAP accounting for a particular client. Lean gurus cannot ignore the 7 wastes. Human Resources cannot choose to ignore equal opportunity laws or harassment. How these policies and practices are written, communicated and enforced may differ by client, but the basic tenets are the same.
Give us a call if we can share ideas for aligning your people and processes for better outcomes.
1. Find common ground. The goal of Human Resources, Organizational Effectiveness and Process Improvement are the same – to align people and process for more effective outcomes. Rally around a common goal, take time to understand and evaluate different approaches, and incorporate only those elements that make sense for the project or the client.
2. Common where possible, custom when it counts. The value a consultant brings is her depth expertise. Consultants leverage this depth to quickly diagnose situations and identify possible solutions. These solutions are only valuable to the extent they match the culture, processes and ways of thinking in the client organization. The consultants “toolkit” is only the beginning of the conversation. The finished product is an entirely new creation that has a solid theoretical foundation and also fits a particular client’s needs.
3. Consistent at the core. Every function has core theories, rules and practices that are inviolate. Accounting has GAAP, Lean has elimination of waste, and Human Resources has equal opportunity. An accountant cannot vary from GAAP accounting for a particular client. Lean gurus cannot ignore the 7 wastes. Human Resources cannot choose to ignore equal opportunity laws or harassment. How these policies and practices are written, communicated and enforced may differ by client, but the basic tenets are the same.
Give us a call if we can share ideas for aligning your people and processes for better outcomes.