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StrategyDriven Human Performance Management Article

Human Error: The One Thing Holding Your Business Back

StrategyDriven Human Performance Management Article
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Running a successful and efficient company is all about time management and reducing errors. A business that spends as much of the day being as productive as possible will always be set for success. The same can be said for a company that doesn’t make a lot of errors, therefore doesn’t waste time correcting these errors.

Sadly, there is one thing that can cost your business and hold you back; human error. Yes, while employees are essential for your business, they are guilty of making errors from time to time. One simple mistake could cause disruption in your company that leads to half a day being wasted as you all try and fix it.

As a consequence, it should be a top priority for businesses to reduce human error. Is this even possible? Of course, it is, and here are two easy ideas you can use:

Use Software For Certain Tasks

To completely eradicate the risk of human error in some tasks, you can use software. This is particularly useful regarding various human resources tasks such as paying employees and managing staff absences. These are tasks that often have the most mistakes occurring. As it says on the HRIS Payroll Software website, the right software can free up time and minimize errors. By relying on a computer to do certain tasks, you haven’t got to worry about employees making mistakes.

Software isn’t going to work for every single task in the office, but it will be a great solution to plenty of HR or accountancy tasks. Essentially, anything that can be automated or done by a piece of software doesn’t need to be done by a human.

Hire Better Employees

A simple way to reduce human errors is to ensure you hire the best people for every job. Companies that rush through the hiring process usually end up with employees that make a lot of mistakes. You must ensure you hire the best person and that they prove their worth. Someone with a good track record and lots of experience in the same role is ideal for your business. They know what they’re doing right from the start and will make far fewer mistakes than someone who might be in their first ever job.

The best thing you can do is take your time when hiring someone. Review their resume, check their employment history, talk to their previous employers, bring them in for an interview, etc. I’d even go as far as to say you should give them a trial run before actually hiring them full-time too. This shows if they’re good enough for your business and will highlight their mistake-making ability.

There may only be two ideas here, but they’ll go a long way to helping with any human error problems you have. As it was mentioned at the beginning of the piece, human error causes disruptions and wastes time. By reducing the likelihood of employee errors, you can stop holding your business back and drive forward in the right direction.

StrategyDriven Human Performance Management Article

Reduce the Risks in Your Workplace Right Now

There are so many risks and dangers present in the workplace. As the owner of the company, it’s up to you to minimise them. It’s so easy to just coast along and tell yourself that everything’s fine and dandy. But sooner or later, your lack of safety precautions will catch up with you, and those risks will start to have a real impact on your employees and your business. Here are some great ways in which you can reduce the risks in your workplace right now.

Have Someone Oversee Safety Practices Each Day

Rather than leaving safety and security responsibilities up to each person as they carry out their work, why not hire a person to oversee all of those safety practices? They will then be solely responsible for all of the safety issues in the workplace. It will take a load off the mind of your other employees, and you will know exactly who to go to when there is a safety problem. Each day, they will be able to focus on this and nothing else. Although it will mean spending a bit more money on staffing, it’s something that could really be worthwhile.

StrategyDriven Human Performance Management Article
Photo courtesy of Wikimedia

Set Rules for the Use of Any Dangerous Machinery

If there is any potentially dangerous machinery in your workplace, you should ensure there is a clear set of rules in place for using it. Everyone should know exactly what to do and what not to do when they are using machinery that poses them a threat. They should be kitted out with the right personal protective equipment. And you can even get lanyards for dangerous roles. These snap off easily so that they don’t get caught in any machinery that is being used by an employee. Make the rules readily available, and offer extra training too if necessary.

Clear the Floor

The floor is where the majority of the dangers lie in waiting in the workplace. Many people don’t take blocked walkways and cluttered floor space anywhere nearly as seriously as they should. If you want to make sure that the floor is clear at all times, survey it each week and look for things that could be hazardous. For example, things shouldn’t be stacked up too high near to where people do their work. When that’s the case, a fall could result in someone getting hurt. And fire escapes definitely need to be kept 100% clear at all times.

StrategyDriven Human Performance Management Article
Photo courtesy of Jeff Wilcox via flickr

Be Proactive, Not Reactive

This is a good general rule to follow when it comes to safety in the workplace. When you are reactive rather than proactive, you will end up not taking extra steps to improve safety until you’re prompted to by something going wrong. That’s far from the ideal situation to be in because it means that you didn’t take risks as seriously as you should have done in the first place. Assess your workplace and carry out risk assessments to spot problems before, not after, they result in someone getting hurt. It’s a sensible and safe approach to take.

Measurement Culture & Five Common Traits of High-Performing Organizations

While culture was once perceived as a vague concept, many organizations are recognizing its importance. The position of chief culture officer (CCO), is held at a number of progressive organizations. The CCO’s primary duty is to focus on maintaining the core parts of the culture that contribute to the organization’s success.

While organizational culture is increasingly observed as a critical factor in success, the implications of measurement are also significant. To build a culture of measurement certain steps need to be taken.

High-performing cultures have been associated with strong financial outcomes; however, these cultures also have strong employee motivation and performance. Research has shown that there are specific cultural characteristics directly related to organization effectiveness and outcomes. High-performance organizations tend to have cultures that share five common traits.

  1. Empowering Style Leadership: Leaders communicate with respect and lead by example. Employees are empowered to use their judgment to make decisions and take action in their day-to-day jobs. Employees are not present to serve management or reinforce bureaucracy. Leadership is supportive of employees, with focus on helping to support employees so they can focus on caring for customers.
  2. Collaborative Environment: This type of environment is inclusive; employees have a sense of belonging, with everyone sharing the responsibilities of identifying problems and coming up with solutions. These types of organizations are highly participatory.
  3. Strong Core Values: Values of respect, loyalty, and integrity are embedded in leadership behaviors toward employees, and infuse the organization.
  4. Planning: Employees know what the long-term plans are for the company and how to get there. Strategy is well-defined and priorities are clear. Plans are clearly articulated and there are specific measures to assess a plan’s success. Employees know what is important for the organization and what is required to do their jobs effectively.
  5. Measurement and Feedback: High-performing organizations not only plan and prioritize what is most important for the business, but also provide indicators and measures to know whether they are hitting the mark or not. Data-driven organizations is another way to describe this environment. Employees receive ongoing feedback so performance is collaboratively assessed as it relates to the business.

Organizational cultural characteristics play a pivotal role in organization effectiveness. Measurement and feedback is one of the components of a high-performing culture. There are many benefits for creating a measurement-oriented organization culture. The following are just a few at the top of the list:

  1. Measurement cultures lay the foundation for organization learning. Information sharing is leveraged in the organization toward knowledge and growth. Data-driven organizations make this possible.
  2. Measurement cultures provide the way for departments to track their progress. Managers have the ability to track progress toward department goals. What happens if the project that is implemented is a flop? Or if needs are not fully met? Tracking along the way allows for modifications if needed to move outcomes in a favorable direction.
  3. Measurement cultures make data-driven decisions. The use of the hunch takes second place to making decisions based on data. If a project is not going in the direction it needs to go, then the data will validate this point. And collecting the right data should help pinpoint where things broke down.

The Leadership Development Practitioner as a Change Agent

Practitioners often view their role as one who influences an individual, group, or organization toward desired change. The change agent plays a significant role in leading the change effort or collaborating with the team assigned to initiating change. Trying to create an environment that is measurement friendly also involves a change agent— someone to lead this effort and manage the change process within an organization.

It is important to remember that building a measurement culture should be a strategic change. The change agent must set the stage with the ‘why’ behind building a measurement culture, make sure that the change effort is in sync with what’s important for the organization, and include action planning and feedback to keep the momentum building. Involving people who are senior in the organization also helps because they have the clout necessary to pave the way for building a measurement culture.

Identify a System to Routinely Review Measures

Adopting a systematic way to plan, collect, analyze, and report on initiatives in the organization sets in motion the process of communicating and reinforcing what is important to the organization, while sending a clear message to key stakeholders as to what needs to change to improve outcomes. This is particularly true when measurement has been planned in advance to collect data points that will tell the story in a comprehensive way.

When leadership development programs are aligned with results-based initiatives or what’s important to the organization, it becomes more likely that Leadership Development initiatives are easily measured and supported. The old adage rings true in this context: What gets measured gets done.

Adapted from Measuring the Success of Leadership Development: A Step-By-Step Guide for Measuring Impact and Calculating ROI (ATD Press, 2015) by Patti Phillips PhD, Jack Phillips, PhD, CEO/President and Chairman of ROI Institute respectively, and co-author Rebecca Ray, PhD., EVP of The The Conference Board.


About the Authors

Jack PhillipsPatti PhillipsPatti Phillips PhD is president and CEO of ROI Institute, Inc. and renowned expert in measurement and evaluation. She helps organizations in over 60 countries demonstrate the value of investing in programs of all types. Phillips serves on the faculty of the UN System Staff College in Turin, Italy. She is Distinguished Principal Research Fellow for The Conference Board and an ATD Certification Institute CPLP Fellow. An author or editor of more than 50 books, Phillips’ work has been has been featured on CNBC, EuroNews, and over a dozen business journals.

Jack Phillips PhD is a world-renowned expert on accountability, measurement, and evaluation. With expertise based on more than 27 years of corporate experience, Phillips has served as training and development manager at two Fortune 500 firms, as senior human resources officer, as a bank president, and as management professor at a major university. He is the author or editor of more than 75 books. SHRM has recognized Phillips for his publications and contribution to the human resources industry. ATD awarded Phillips its highest honor, Distinguished Contribution to Workplace Learning and Development. His work has been featured in the Wall Street Journal, BusinessWeek, and Fortune.

Rebecca Ray PhD is executive vice president, knowledge organization and human capital practice lead for The Conference Board. In this role, she has oversight of the research planning and dissemination process for three practice areas: corporate leadership, economics and business development, and human capital. She is the leader of the global human capital practice.

Human Performance Management Best Practice 13 – Independent Verification

StrategyDriven Human Performance Management Best Practice ArticleRecent industrial accidents remind us of the critical importance of proper equipment operation. While some operational errors result in immediate negative impacts, the consequence of other errors may be delayed for a time.


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Coping with Workspace Envy, What to do when your workspace options are limited

Have you ever wondered what it would be like to have table-sized touchscreen tablets like they do at Microsoft? Or to work in colorful open spaces like Airbnb’s new headquarters in San Francisco?

For many companies, budgets are tight and options are limited — so there’s no way you can purchase funky new furniture let alone do something like put a mini-basketball court in a meeting room. Your company isn’t about to move. So what can you do?


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About the Author

Carol KeoghCarol Keogh, President and CEO, ESI Ergonomic Solutions. As President and Chief Executive Officer of ESI Ergonomic Solutions, Ms. Keogh oversees the production of innovative, high-quality ergonomic work tools that contribute to improving employee productivity and well-being. Named a finalist for the Ernst & Young Entrepreneur of the Year Award, Ms. Keogh currently serves on the BIFMA Board of Directors.