Dear Friend,
Firstly, have a group who have high self motivation ie who dont need any kick for a move. Secondly, identfy people of all areas ie operations, admin, purchase, HR, IT etc who have some common aim, that to improve the sys.
Second step, have a leader with adequate knowledege and experience. Prepare a SOP/Guidebook with fixed agendas and timelines.
Have a weekly brainstroming session for formulating proceeses and procedures. Prepare do/dont checklist etc. Start the process and thereafter just keep noting the flaws and moveon.
Thanks
Siddharth
Firstly, have a group who have high self motivation ie who dont need any kick for a move. Secondly, identfy people of all areas ie operations, admin, purchase, HR, IT etc who have some common aim, that to improve the sys.
Second step, have a leader with adequate knowledege and experience. Prepare a SOP/Guidebook with fixed agendas and timelines.
Have a weekly brainstroming session for formulating proceeses and procedures. Prepare do/dont checklist etc. Start the process and thereafter just keep noting the flaws and moveon.
Thanks
Siddharth
Siddharth, Thank you very much for your reply, The same thing what you mentioned is in my mind but I don’t know about SOP, if possible please let me know in detail -Suresh
From India, Srikakulam
From India, Srikakulam
Hello Mr. Allen,
Sorry to miss you all these days,
I hope you are doing good. I was not well from last saturday. Now I'm ok and back to work.
I'll be thank full to you for your support and suggestions.
I'ld like to take your permission to be in touch with you in case of need in this issue/ mission.
yours,
Suresh
From India, Srikakulam
Sorry to miss you all these days,
I hope you are doing good. I was not well from last saturday. Now I'm ok and back to work.
I'll be thank full to you for your support and suggestions.
I'ld like to take your permission to be in touch with you in case of need in this issue/ mission.
yours,
Suresh
From India, Srikakulam
SOP means Standanrd Operating Procedure. These are proceeses that lay parameters/guidelines for any given process.
First, draft a SOP which is general in nature and has all inputs as to how and what are things/steps requied to start and thereafter finsih a process.
In second stage, add KPIs/KRAs for all the steps and have set standards laid.
Mind you, the SOP should be such that it covers all the questions and answers to any given process. Lets take a Recruitment process, the SOP should have budget plan, approval details, type of questions/test to be asked. A SOP should have a issue/version number and should be revised on yearly basis.
Please feel free to ask any more queries.
First, draft a SOP which is general in nature and has all inputs as to how and what are things/steps requied to start and thereafter finsih a process.
In second stage, add KPIs/KRAs for all the steps and have set standards laid.
Mind you, the SOP should be such that it covers all the questions and answers to any given process. Lets take a Recruitment process, the SOP should have budget plan, approval details, type of questions/test to be asked. A SOP should have a issue/version number and should be revised on yearly basis.
Please feel free to ask any more queries.
Hi Suresh
Dont feel sorry I said that in lighter vein. Now i promised to share my experience and here it is. I am repeating your observations as it is as we also found most of these observations in a climate survey. Wording of the observations were slightly different .
1.The information flow from higher level to lower level and higher level to lower level is weak.
Basically communication about strategies was not understood acros the organisation. We had monthly meetings with all Managers and called some executives and explained the strategies repeatedly. Formed Teams to work on specific areas. In house magazine was the last thing we did It really did not help and some strategic isues cxan not be openly published.
2.Professionalism is missing every where
It requires infusing new blood and encouraging people to take risks. Initially allow people to take small risks and failure should not punished. Many a times failur is punished (including sacking) and that gives an impression that organisation is not professionally managed. No one will take risks there after. encourage risks
3. Motivation and encouragement is missing
We downsized the organisation and in the worst year, released substantial increases. Conducted regular training programmes in the worst year.Formed small teams and had regular feed back sessions with them.Introduced incentives.
4.Efficiency is not recognized well
Introduced performance appraisal system and reviewed and rewarded employees based on ratings. Got rid of non performers.
5. Leaders are not having good leadership qualities and attitude
Brought in new leaders. developed internalk leaders Used Thomas Profiling as a standard tool for identifying leaders.
6.Group dynamics are not observed,
Yes this was an issue and used external OD Consultant to address this issue. I could not complete this exercise But atleast an awareness was created.
7.Knowledge sharing is not in process
We introduced regular monthly meetings on knowledge sharing and review of performance. Juniors were encouraged to make presentations. They were encouraged to ask questions. Importance was given for this meeting
8.Serious or aggressive work environment is missing\
We had a serious environment but not aggressive. We also identified that aggressive atmosphere may not be the right thing for that organisation.
But it requires a lot of perseverance, acceptance, drive, influence, and support from the CEO and without these you can not achieve the desired result.
Start with one at a time. Communication is the best to start with.
Good luck
Siva
From India, Chennai
367Dont feel sorry I said that in lighter vein. Now i promised to share my experience and here it is. I am repeating your observations as it is as we also found most of these observations in a climate survey. Wording of the observations were slightly different .
1.The information flow from higher level to lower level and higher level to lower level is weak.
Basically communication about strategies was not understood acros the organisation. We had monthly meetings with all Managers and called some executives and explained the strategies repeatedly. Formed Teams to work on specific areas. In house magazine was the last thing we did It really did not help and some strategic isues cxan not be openly published.
2.Professionalism is missing every where
It requires infusing new blood and encouraging people to take risks. Initially allow people to take small risks and failure should not punished. Many a times failur is punished (including sacking) and that gives an impression that organisation is not professionally managed. No one will take risks there after. encourage risks
3. Motivation and encouragement is missing
We downsized the organisation and in the worst year, released substantial increases. Conducted regular training programmes in the worst year.Formed small teams and had regular feed back sessions with them.Introduced incentives.
4.Efficiency is not recognized well
Introduced performance appraisal system and reviewed and rewarded employees based on ratings. Got rid of non performers.
5. Leaders are not having good leadership qualities and attitude
Brought in new leaders. developed internalk leaders Used Thomas Profiling as a standard tool for identifying leaders.
6.Group dynamics are not observed,
Yes this was an issue and used external OD Consultant to address this issue. I could not complete this exercise But atleast an awareness was created.
7.Knowledge sharing is not in process
We introduced regular monthly meetings on knowledge sharing and review of performance. Juniors were encouraged to make presentations. They were encouraged to ask questions. Importance was given for this meeting
8.Serious or aggressive work environment is missing\
We had a serious environment but not aggressive. We also identified that aggressive atmosphere may not be the right thing for that organisation.
But it requires a lot of perseverance, acceptance, drive, influence, and support from the CEO and without these you can not achieve the desired result.
Start with one at a time. Communication is the best to start with.
Good luck
Siva
From India, Chennai
Thank you Siva,
your information is valuable, Every solution you have given is an exact match.
I advised our CEO with some solutions, but he choose his own way and came with different implementation, but he didn't discussed that with me. Not a problem I feel proud to awaken the management and influence it to bring changes in a multi national company in a short period. It's a good thing that our CEO came in to the field.
But according to my analysis and all of your advises for this problem we need at least one month to architect the whole process of this mission. Initially we should do some survey by some questionnaires, poles to get the exact information.
And then select the team like soldiers, and a team of new leaders, should create a new environment. Every one should be taught about this mission should gather their ideas and suggestions ...etc..etc and then we need to conclude the exact exercises, do's and dont's, modifications needed in the current system, new aspects in the current system, activities to increase interaction between the employees, to motivate to awaken and all this implementations takes at least one long year to get the desired results.
Here I'm not underestimating our CEO but the way he choose is seems wrong and it's like introducing an activity in to current system but not a new activity to change the current system.
During the last conversation he asked me about the people who has the same zeal to do this and whom you are choosing to build a team. I said for that we need to do give an open call to all the teams then we will get a bulk, from them we have to select the genuine candidates and those should not be the current leaders. He asked me did you find any body now. I gave two names whom I recognized all ready.
Now coming to his implementations again he involved the current leaders in it.
He confused the employees with The FIRST thing he opened from his plan.
Again this leaders using their own tricks and ideas....
every thing is bull shit again
So I came to know, where the problem is....
it's in our CEO CEO thats it. So now we can leave it.
No manager in our company are from Management back round or an MBA student. so who can advise him in this.
Any way thank you very much for your valuable time and support I'll be in touch with you further if I need any support.
And really I enjoyed this duty. I'm doing my MBA in HR&IR and I'm a Recruiter here I want to be in Adminstration and management. As I found my skills in this.
What I have to do to turn my career from recruiter to this.
Please advise me.
Suresh
From India, Srikakulam
your information is valuable, Every solution you have given is an exact match.
I advised our CEO with some solutions, but he choose his own way and came with different implementation, but he didn't discussed that with me. Not a problem I feel proud to awaken the management and influence it to bring changes in a multi national company in a short period. It's a good thing that our CEO came in to the field.
But according to my analysis and all of your advises for this problem we need at least one month to architect the whole process of this mission. Initially we should do some survey by some questionnaires, poles to get the exact information.
And then select the team like soldiers, and a team of new leaders, should create a new environment. Every one should be taught about this mission should gather their ideas and suggestions ...etc..etc and then we need to conclude the exact exercises, do's and dont's, modifications needed in the current system, new aspects in the current system, activities to increase interaction between the employees, to motivate to awaken and all this implementations takes at least one long year to get the desired results.
Here I'm not underestimating our CEO but the way he choose is seems wrong and it's like introducing an activity in to current system but not a new activity to change the current system.
During the last conversation he asked me about the people who has the same zeal to do this and whom you are choosing to build a team. I said for that we need to do give an open call to all the teams then we will get a bulk, from them we have to select the genuine candidates and those should not be the current leaders. He asked me did you find any body now. I gave two names whom I recognized all ready.
Now coming to his implementations again he involved the current leaders in it.
He confused the employees with The FIRST thing he opened from his plan.
Again this leaders using their own tricks and ideas....
every thing is bull shit again
So I came to know, where the problem is....
it's in our CEO CEO thats it. So now we can leave it.
No manager in our company are from Management back round or an MBA student. so who can advise him in this.
Any way thank you very much for your valuable time and support I'll be in touch with you further if I need any support.
And really I enjoyed this duty. I'm doing my MBA in HR&IR and I'm a Recruiter here I want to be in Adminstration and management. As I found my skills in this.
What I have to do to turn my career from recruiter to this.
Please advise me.
Suresh
From India, Srikakulam
Dear Mr. Suresh,
In order to start your process I advise you do the following, Since you have started to do the exercise. Do add these questions in your list.
1. Develop the process maps and flow charts for each and every department and every action that is going place in each department.
2. Understand the above thourghly, whereby you will be knowing every thing what's going on in your company for this these question might help
Like:
What is happening?
why it is happening?
How it is done?
Who does it & Why?
Is it productive?
How can we do the same much reducing the process? If possible ? How?
.........by reducing the unproductive time we can save companies valuable resources and time, which in turn can be added to company's value.
I hope this will help you to some extent
And ....... process charts will act as a record of what is going around in your company.
Regard's
RAJ
From United Arab Emirates, Dubai
In order to start your process I advise you do the following, Since you have started to do the exercise. Do add these questions in your list.
1. Develop the process maps and flow charts for each and every department and every action that is going place in each department.
2. Understand the above thourghly, whereby you will be knowing every thing what's going on in your company for this these question might help
Like:
What is happening?
why it is happening?
How it is done?
Who does it & Why?
Is it productive?
How can we do the same much reducing the process? If possible ? How?
.........by reducing the unproductive time we can save companies valuable resources and time, which in turn can be added to company's value.
I hope this will help you to some extent
And ....... process charts will act as a record of what is going around in your company.
Regard's
RAJ
From United Arab Emirates, Dubai
Dear Suresh, I wonder what could be that worse plan... :!: also can i know your role in your organisation?
From India, Bangalore
From India, Bangalore
Well he wants to shut down total Indian operations rather than solving the problem.
changing the office hours from 10am - 7pm , to 1.30pm - 10.30pm for the better communication between US onsite and offshore employees which is not neede.
Involving the same leaders in the new process.
That's why first we also wondered..... :roll:
-Suresh
From India, Srikakulam
changing the office hours from 10am - 7pm , to 1.30pm - 10.30pm for the better communication between US onsite and offshore employees which is not neede.
Involving the same leaders in the new process.
That's why first we also wondered..... :roll:
-Suresh
From India, Srikakulam
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