A REENGINEERING PERSPECTIVE: APPLICABILITY OF KAIZEN IN BUSINESS HR PROCESSES:
Kaizen has a wide applicability in HR processes. Kaizen literally means "Continuous Improvement." As such, it involves continuously assessing the output of processes and the efficiency of processes in keeping with the Service Level Agreements.
Some ways to track process outputs and create improvements could be:
1. Assess and analyze the extent and types of escalations/complaints over a period of time. Do not jump to conclusions and try to create changes.
2. Assess the time taken to complete a single instance under normal conditions and observe if it is meeting your time constraint.
3. Examine the output and see if it is meeting the quality levels assured to the customer. For example, does an HR report presented to a manager contain all data requested?
4. Deliberately use controlled conditions and test in possible worst-case scenarios (e.g., operator/person not available, system down/error, etc.).
5. Test using faster communication methods, for example, email instead of post or phone instead of a communicator chat. This helps improve the time taken.
6. Eliminate redundant activities (e.g., cross-checking at two levels, unnecessary signatures, approvals deemed granted, etc.). This can help shorten the process time.
7. Avoid employee movement. Instead of having an employee come to another location to submit a requisition or collect a form, have it emailed or faxed to their location. A process that minimizes employee movement leads to better and productive time utilization for the employee and avoids crowds at the HR desk. Use a ticketing system where possible (though a costly resource).
8. Have an entire team trained in multiple processes. This ensures that the absence of one or two does not bring an entire system down.
9. Every process should have an efficient complaint redressal system. Having a non-performing process and further an ineffective complaint redressal is simply like pouring fuel over fire.
10. Have a good authentication system in every process. For example, an employee asking for a bonafide certificate, which in turn may be used to secure a faulty loan, reflects badly on the company. Instead, a simple declaration in the form of an email of the intent/purpose of every certificate desired would help.
Ultimately, in the spirit of Kaizen and in the words of quality Guru Deming, "continuously improve the system and process..."
Regards,
Joshua