Bertrand Duperrin's Library tagged processimprovement → View Popular, Search in Google

Feb

2012

Focus HR on Process Improvement

"To deliver more value, the human resources function needs to spend more time accelerating operational improvement and less time on its traditional administrative and compliance activities. As Randy MacDonald, senior vice president of HR at IBM, told me, "It's important for HR to decide what is core and non-core. Administrative responsibilities such as getting paychecks out on time are not core. In HR, we need to focus on what is important.""

blogs.hbr.org/..._hr_on_process_improvemen.html

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hr process operations improvement value processimprovement administration organizationaldevelopment

To get the "people" part of process improvement right, HR needs employees who can go toe-to-toe discussing operational changes with line managers. HR professionals need credibility to challenge line managers on whether they are improving the attitudes and skills of their people at the same time they're redesigning their jobs.
Managers of HR administrative services such as payroll and benefits need to focus on running a consistent, reliable operation at low cost. To do this, they need standard, simple, automated procedures.
4 more annotation(s)...
- In response to my post on why HR doesn't typically lead change, many people suggested separating the compliance, transactional, and administrative roles of HR (e.g., in a group called "Personnel") from the more strategic improvement responsibilities (e.g., in a group called "Talent Development and Performance/Innovation/Productivity Improvement")
- Unlike the "Personnel" people who run a tight operation, these "Organizational Development" people should be change agents with a bias for operational innovation
- Of course, like other corporate functions, HR needs to continue to do a good job at core administrative functions, and line managers won't accept offers of more value-added services if those basics aren't covered
- But HR will continue to miss opportunities to deliver value if its leaders won't take some risks and drive the people side of operational change.

Feb

2010

Enterprise 2.0 and Social Media: Improving Your Processes vs. Changing Them

"If I told you I could change and revolutionize the way your company collaborates internally and builds relationships with its customers via new tools and technologies, would you be interested?

What if I told you that I could improve the way your company collaborates internally and builds relationships with its customers through new technologies and tools?

If you were an executive at a large or mid-sized company, which would you prefer (or would want to hear)?"

www.cloudave.com/...our-processes-vs-changing-them

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enterprise2.0 collaboration processes processimprovement sales operations socialmedia

The goal of enterprise 2.0 or social media isn’t to change and revamp the way companies operate. The goal should be to improve how companies operate

Oct

2009

Pegasystems Brings Social Media Collaboration to BPM Solution

"Pegasystems’ SmartBPM uses social media as an interactive and real-time collaborative environment to aid the planning and execution of business improvement projects. By extending is existing tools for ad hoc collaboration, SmartBPM makes it even easier for project teams to connect, add user-generated content, vote, and rank items associated with any given project. By reaching out to customers and clients, SmartBPM now allows critical real-time customer feedback into the process improvement process."

www.ebizq.net/11795.html

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pegasystems smartBPM BPM businessprocess collaboration customerfeedback feedback processimprovement socialsoftware ideas ideasmanagement