In an organization, we create policies and processes. If the processes are followed properly and deliberately, it helps in getting things done effectively and efficiently. However, most of the time, subordinates do not adhere to the processes drafted by the leaders, resulting in delays in work and mismanagement of data, etc.
Ensuring Adherence to Processes
How can a leader or manager ensure the proper adherence to processes by subordinates?
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From India, Mumbai
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6Ensuring Adherence to Processes
How can a leader or manager ensure the proper adherence to processes by subordinates?
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From India, Mumbai
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Ensuring Adherence to SOPs and Policies
After creating SOPs or policies, you need to train your staff on how to follow them as well. Merely creating SOPs is not sufficient. It could be sufficient; however, you also need to have intellectually mature staff.
Secondly, during the training, employees should be informed about why they should follow the SOPs. This "why" question should be eliminated from the employees' minds. To achieve this, incorporate stories about customer dissatisfaction or any breakdowns. People tend to remember stories or past instances.
Thirdly, begin measuring the department's performance. Are Key Performance Indicators (KPIs) or Key Result Areas (KRAs) well established? Do you communicate these measures to all employees every month? Employees should also be informed about where their department's performance rating stands.
Fourthly, do your managers have faith in the SOPs? If, by chance, they are dismissing the SOPs, why would the staff follow them?
Ok...
Regards,
Dinesh V Divekar
[Email Removed For Privacy Reasons]
From India, Bangalore
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After creating SOPs or policies, you need to train your staff on how to follow them as well. Merely creating SOPs is not sufficient. It could be sufficient; however, you also need to have intellectually mature staff.
Secondly, during the training, employees should be informed about why they should follow the SOPs. This "why" question should be eliminated from the employees' minds. To achieve this, incorporate stories about customer dissatisfaction or any breakdowns. People tend to remember stories or past instances.
Thirdly, begin measuring the department's performance. Are Key Performance Indicators (KPIs) or Key Result Areas (KRAs) well established? Do you communicate these measures to all employees every month? Employees should also be informed about where their department's performance rating stands.
Fourthly, do your managers have faith in the SOPs? If, by chance, they are dismissing the SOPs, why would the staff follow them?
Ok...
Regards,
Dinesh V Divekar
[Email Removed For Privacy Reasons]
From India, Bangalore
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