Most people are familiar with the Lean Six Sigma principles. These principles have really transformed efficiency and productivity for companies in the last decade. These practices work really well for managing production steps, finding efficiency leaks, and improving customer satisfaction. That’s great BUT I’m not here to talk about managing a production line – I’ll leave that to the experts. I’m here to talk about redesigning company productivity from a different angle – the human component. Let’s face it, every objective your company has, is completely dependent on the people working in your company. The greatest asset a company has, is the unique people that make up its DNA.
Let’s quickly break down the ways to get people to be their most productive, and while doing this, I’m going to compare it to the Lean Six principles.
Focus on your team
When your employees feel that they are even more important to you than your clients, they will go to great lengths for you. Take the 80/20 rule and apply it to your time spent on employees vs your time spent on customers; you will immediately see a dramatic increase in productivity that will in turn, increase customer satisfaction.
Performance Based Job Descriptions
The foundation of productivity is knowing and clearly defining what the goals are and what actions need to be done to get there.
When interviewing candidates, get rid of the silly questions that have easy canned answers…candidates will only give responses that they think you want to hear. Instead ask them about a specific professional accomplishment. Ask them performance questions around the accomplishment that focus on activities they ACTUALLY did. Discover HOW they do their work, what they accomplished, and what they thought was difficult about the project.
Get Rid of Non Revenue Generating Activities
On job descriptions, each and every activity MUST be measurable and tied into a revenue goal. Take out job duties like “reorganize file cabinet on Thursday” or other mundane things.
Hire by Fact, Not Gut Feeling
Many times, hiring managers base their hiring decision on the intangibles of the interview i.e. how the candidate made them feel. This has been proven not to work. Instead, utilize behavioral-based assessments to understand how a person naturally approaches work and stressful situations. Their natural behavioral style must fit the behaviors necessary to perform well in the job. Just because someone interviews well, doesn’t mean they are fit for superior job performance. It takes a combination of multiple interviews, backdoor reference checks, and scientific assessments to make a smart hiring decision.
When you give your potential hire the performance based job description ask them this: “Is there anything you see here that you would not be able to do provided you had the appropriate tools?” When they say yes you know they can get the job done. The next part of this is continually referring back to and updating the performance objectives and ensuring they have the tools to meet those objectives. This is done TOGETHER – not top down.
Quarterly reviews should relate directly to the performance based job description you created at the beginning of the process. If there are issues in performance you can refer back to the job description and center your discussion around that. People want to perform well, and when they feel they have your support they will always surprise you with what they can do.
What you need to do next –>
If you are in a leadership role in your company, and if you are still reading this, thanks for sticking around to the end – because you did, we want to give you something. Contact us by clicking here, we will provide you with a free behavior style assessment and a 30-minute expert audit of your “human productivity”. This information will help you take your team to the next level. So the ball is in your court. What are you going to do?