Lean Human Resources-Redesigning HR Processes for a Culture of Continuous Improvement, Second Edition

273 Pages·2020·17.18 MB·\273

by  Cheryl M. Jekiel (Author)

Lean Human Resources
“Businesses succeed or fail on the backs of their people, and particularly by
their level of motivation and inspiration from leadership. Leaders who wish
to practice lean need to read, study and understand the thinking and prac-
tices provided by Lean Human Resources.”
– Ron Harper, President/CEO Cogent Power Inc.
“People are the single biggest factor necessary to ensure business success.
They drive results, access to capital and innovation. Jekiel’s powerful combi-
nation of Lean practice with the functional impact of Human Resources, for
organizations who embrace this principle, creates sustainable growth and
value creation.”
– Sylvia Wulf, CEO AquaBountysino

“Seek to create an organization that attracts and retains top performers? It
begins with building the foundation for excellence—and not just operation-
ally. Human resource’s role in an organization must shift from transactional
work to being vital partner in the transformation process. Jekiel’s Lean
Human Resources is a must-read for accomplishing this transition and places
HR where it should be—at the center of transformation.”
– Karin Martin, TKMG
“Lean at its core is a people development system. Further the objective of
Lean is to create an adaptive culture that makes continuous improvement a
way of life. This is why HR must be ‘at the table’ and be a true partner of
any Lean transformation. The author provides clarity of HR’s role and a path
to get there. Cheryl’s rich experience fuels a powerful and passionate voice.
It is a must read for anyone interested in creating a highly performing HR
function in his or her organization.”
– Drew Locher, Change Management Associates
Lean Human Resources
Redesigning HR Processes for a
Culture of Continuous Improvement
Second Edition
By
Cheryl M. Jekiel
A PRODUCTIVITY PRESS BOOK
Second edition published in 2020
by Routledge/Productivity Press
52 Vanderbilt Avenue, 11th Floor New York, NY 10017
2 Park Square, Milton Park, Abingdon, Oxon OX14 4RN, UK
© 2020 by Cheryl M. Jekiel
Routledge/Productivity Press is an imprint of Taylor & Francis Group, an Informa business
No claim to original U.S. Government works
Printed on acid-free paper
International Standard Book Number-13: 978-1-138-59538-5 (Paperback)
International Standard Book Number-13: 978-1-138-59541-5 (Hardback)
International Standard Book Number-13: 978-0-429-32595-3 (eBook)
This book contains information obtained from authentic and highly regarded sources. Reasonable efforts have been
made to publish reliable data and information, but the author and publisher cannot assume responsibility for the valid-
ity of all materials or the consequences of their use. The author and publisher have attempted to trace the copyright
holders of all material reproduced in this publication and apologize to copyright holders if permission to publish in this
form has not been obtained. If any copyright material has not been acknowledged, please write and let us know so we
may rectify in any future reprint.
Except as permitted under U.S. Copyright Law, no part of this book may be reprinted, reproduced, transmitted, or
utilized in any form by any electronic, mechanical, or other means, now known or hereafter invented, including pho-
tocopying, microfilming, and recording, or in any information storage or retrieval system, without written permission
from the publisher.
For permission to photocopy or use material electronically from this work, please access www.copyright.com (http://
www.copyright.com/) or contact the Copyright Clearance Center, Inc. (CCC), 222 Rosewood Drive, Danvers, MA 01923,
978-750-8400. CCC is a not-for-profit organization that provides licenses and registration for a variety of users. For orga-
nizations that have been granted a photocopy license by the CCC, a separate system of payment has been arranged.
Trademark Notice: Product or corporate names may be trademarks or registered trademarks, and are used only for
identification and explanation without intent to infringe.
Library of Congress Cataloging in Publication Data
Names: Jekiel, Cheryl M., author.
Title: Lean human resources : redesigning HR processes for a culture of
continuous improvement / Cheryl M. Jekiel.
Description: Second edition. | New York, NY : Taylor & Francis, 2020. |
Includes bibliographical references and index.
Identifiers: LCCN 2019048870 (print) | LCCN 2019048871 (ebook) | ISBN
9781138595385 (paperback) | ISBN 9781138595415 (hardback) | ISBN
9780429325953 (ebook)
Subjects: LCSH: Personnel management. | Quality control--Management. |
Organizational effectiveness.
Classification: LCC HF5549 .J457 2020 (print) | LCC HF5549 (ebook) | DDC
658.3/01--dc23
LC record available at https://lccn.loc.gov/2019048870
LC ebook record available at https://lccn.loc.gov/2019048871
Visit the Taylor & Francis Website at
http://www.taylorandfrancis.com
and the CRC Press Website at
http://www.crcpress.com
Contents
Acknowledgments ...................................................................................xv
About the Author ...................................................................................xvii
Introduction ............................................................................................xix
SeCtion i tHe LeAn HR MAniFeSto
1 What Is Lean HR? ........................................................................3
What Is Possible with a Lean Transformation? ..........................................4
What Is True Today About the Role of HR in Lean? .................................4
Why HR Has Failed to Achieve This Vision ..............................................5
What Is Lean HR? ........................................................................................6
Differing Viewpoints of HR ........................................................................7
Myth #1: Lean HR Refers to Improving the Nonstrategic,
Transactional Work of HR .......................................................................8
Reality: Applying Lean Methods to HR Should Only Be the
Beginning of a Lean HR Initiative. Doing so Provides a
Foundation That Prepares HR to Become a Valuable Resource
for Companywide Improvement .........................................................9
Opportunity: Optimize HR’s Leadership Potential, Expertise,
and Areas of Responsibility to Advance the Strategies and
Activities of Lean Transformation .......................................................9
Myth #2: With a Focus on Reducing Costs, Lean Initiatives Do
Not Require HR involvement ................................................................10
Reality: Increasingly, Lean Is Seen as a Cultural Initiative and,
Therefore, Clearly Requires HR to Maximize Its Benefits ...............10
Opportunity: Allow HR to Drastically Reduce the Waste of
Human Capabilities ...........................................................................11
v
vi ◾ Contents
Myth #3: HR Professionals Are Fundamentally Incapable of
Contributing to Non-HR-Related Business Strategies,
Including Lean .......................................................................................12
Reality: Many Aspects of HR Are Capable of Driving Game-
Changing Financial Results ...............................................................12
Opportunity: Build the Skills and Capabilities of HR to
Increase Its Contribution to Exceptional Business Results ..............13
Two Sides of HR........................................................................................13
Preparing to Expand HR’s Strategic Role .................................................15
2 A New Way to View Lean HR .....................................................19
Defining Lean: The Seven Common Practices.........................................20
Practice 1: Maintain Customer Focus ...................................................21
Common Customer Focus Practices .................................................21
Practice 2: Measure Improvements .......................................................21
Common Measurable Improvement Practices ..................................22
Practice 3: Foster Broad Participation ...................................................22
Common Broad Participation Practices ............................................23
Practice 4: Standardize Processes .........................................................23
Common Standardized Processes Practices .....................................24
Practice 5: Solve Problems Methodically ..............................................24
Common Problem-Solving Practices .................................................25
Practice 6: Utilize Visual Management .................................................25
Common Visual Management Practices ...........................................26
Practice 7: Lead Through Inspiration ...................................................26
Common Inspirational Leadership Practices ....................................27
The Problem: Most Organizations Fail to Achieve a Successful Lean
Transformation ..........................................................................................27
The Barriers That Block Successful Transformations ..............................28
Barrier 1: The Shortsightedness of a Cost-Saving Focus .....................29
Barrier 2: The Struggle to Move Beyond Improvement ‘Events’ .........30
Barrier 3: Job Roles and Daily Work Don’t Get Redesigned for
Improvement Practices ..........................................................................30
Barrier 4: Developing a Lean Culture Can Be Elusive .........................31
Barrier 5: Leadership Changes Are Extremely Difficult .......................32
HR Leaders Can Help Remove Barriers and Boost Results .....................33
HR Can Take the Lead for Developing a Lean Culture ...........................33
HR Can Redefine Work Roles for a Lean Culture ................................35
HR Can Support the Transformation of Leadership .............................36
How Lean HR Creates Results ..................................................................37
Contents ◾ vii
3 Expand Lean Results with HR ...................................................41
Potential Improvement Value of Lean (PIV) ............................................42
Three Aspects of Calculating Potential Improvement Value (PIV) .........47
PIV Type 1: Estimating the PIV of Better Operating Margins .............48
PIV Type 2: Estimating the PIV of Increased Revenue ........................49
PIV Type 3: Estimating the PIV of Greater Financial Performance .....50
HR Needs to Learn to Quantify the Financial Value of Lean .................50
How Lean HR Helps Achieve Optimal Lean Results ...............................51
Lean Cultures That Deliver BIG Results ...................................................51
SeCtion ii iMPLeMentinG LeAn CULtUReS
4 Defining Lean Culture: Values and Behaviors ...........................59
What Is a Lean Culture? ............................................................................59
Organizations Create Culture by Design or Default ................................60
A Strong Culture Drives Greater Success .................................................60
Lean Cultures Are More Than a Group of Activities ...............................60
Lean HR Has a Key Role in Driving a Lean Culture ...............................61
Seven Common Lean Practices: Values and Behaviors ...........................62
Lean Cultural Element #1: Maintain Customer Focus ..........................62
Lean Cultural Element #2: Measure Improvements .............................63
Lean Cultural Element #3: Foster Participation ....................................64
Lean Cultural Element #4: Standardize Processes ................................65
Lean Cultural Element #5: Solve Problems Methodically ....................66
Lean Cultural Element #6: Utilize Visual Management ........................67
Lean Cultural Element #7: Lead Through Inspiration ..........................67
The Many Ways Lean HR Drives a Lean Culture ....................................68
Not Involving HR Can Damage Company Culture ..................................69
Lean Cultures Are the Foundation for Engagement ................................69
5 Leverage Lean to Drive Employee Engagement .........................73
What Engagement Looks Like ..................................................................74
Engagement Versus Motivation .............................................................74
The Overlap Between Engagement and Lean .....................................76
Lean HR Activities to Drive Engagement .................................................78
Use the 1% Method for ROI of Engagement ............................................79
Lean Can Create Disengagement ..............................................................80
Ignoring or Mishandling Ideas..............................................................80
Potential Disengagement with Low Participation ................................80
Replacing Lean Leaders with a Top-Down Leadership Style ..............81
viii ◾ Contents
Three Best Practices for Measurably Improving Engagement .............81
Measuring Engagement .........................................................................82
Increasing Engagement Requires Change Management ......................83
6 Lean Is a Culture Change ..........................................................87
Lean as a Change Management Initiative ................................................88
Difficulties Related to a Lean Culture Change .........................................89
Overcoming Difficulties with Effective Strategies ....................................91
Effective Strategy #1: Focus on Opportunities with the Greatest
Impact ....................................................................................................91
Leverage the People Most Engaged with Lean ................................91
Don’t Be Distracted By Those Who Disagree ..................................92
Optimize Opportunities to Influence Positive Change ....................92
Effective Strategy #2: Understand the Realities of Change Readiness .....93
Effective Strategy #3: Encourage an Individual Relationship with
Lean .......................................................................................................93
Effective Strategy #4: Ensure Policies and Practices Align with
Lean Principles ......................................................................................94
Evaluate Your Policies for Their Impact and Relationship with
Lean Principles and Practices ............................................................95
Actively Blur the Lines Between Management and People
Who Make Products or Provide Services .........................................96
Encourage Accountability Versus Control ........................................96
Effective Strategy #5: Seek Opportunities to Align Messages .............98
Verify That Hiring and Selection Practices are Supportive ..............98
Align Performance Management Systems to Lean Values ...............98
Align Bonus Plan Criteria by Revising Misalignments .....................98
Communicate Clear and Consistent Messaging................................99
Treat Celebrations as an Opportunity ..............................................99
Utilize Physical Surroundings to Reflect Teamwork and
Participation .......................................................................................99
Ensure Safety Programs Precisely Communicate What’s
Important .........................................................................................100
Effective Strategy #6: Strengthen Alignment with Strategy
Deployment .........................................................................................100
Effective Strategy #7: Measure, Monitor, and Manage Culture
Change .................................................................................................101
Surveys Measure Culture Change but Also Need to Build
Relationships and Identify Improvement Opportunities ................102
The Benefits of Mastering Lean Culture Changes .................................102
Contents ◾ ix
SeCtion iii iMPLeMentinG A LeAn tALent MAnAGeMent SYSteM
7 Lean Talent Management Optimizes Success...........................109
Defining a Talent Management System ..................................................110
Lean Talent Management Systems ..........................................................110
Obstacles to Lean Talent Management Systems .....................................111
HR Focus Is Internal Rather Than External .......................................112
Underestimating the Power of HR .........................................................112
Traditional Systems Work in Silos ..........................................................113
HR Is Unfamiliar with How to Drive Lean ............................................113
Talent Management Components Are Not Well Aligned .......................113
LASER Approach Solves Lean Talent Management Challenges .............114
Phase 1: Leverage HR Capabilities to Achieve Business Priorities ....115
Lean HR Can Drive Results .............................................................115
Phase 2: Align Your Culture with Lean Business Strategies ..............116
The Difference Between Traditional and Lean Business Strategies .....117
Lean Business Strategies and the Seven Common Practices .........119
Phase 3: Structure the Organization to Support
a Lean Approach .................................................................................120
Phase 4: Expand Job Roles to Include Increased Responsibilities ....121
Phase 5: Redesign Each Component of the Talent
Management System ............................................................................123
Utilize Seven Practices to Strengthen HR Systems .........................124
Redesigning Components Provides a Strategic Opportunity .........125
A Five-Year Strategic Plan is Helpful to a Lean HR Journey ..........126
Benefits of a Lean Talent Management System .....................................127
Begin by Developing Lean Leaders........................................................128
8 Developing Lean Leaders .........................................................133
A New Vision for the Workplace Requires a New Way to Lead ...........133
The Magnitude of Implementing Lean Leadership ................................134
The Reciprocal Relationship Between Leaders and
the Workplace .....................................................................................136
Transforming Leadership Is Challenging ................................................137
Lack of Knowledge and Absence of a Robust Plan ...........................137
Underestimated the Need for Building Adequate Skills ....................138
Misaligned Talent Management Systems ............................................138
Resistance to Necessary Changes .......................................................139
Applying the LASER Approach to Developing Leaders .........................139
Establish the Expanded Role of Leadership .......................................139