Tuesday, 11 October 2016

VOLUME -3: PEOPLE Vs PROCESS - A TUG OF WAR-ENTREPRENEUR TRAINING

Great to receive lot of your queries to my message box! I will sure share the whole booklet by end of my whole volume submission.
If you have missed my previous articles, kindly check out with the 2 links on Volume- 1: People Vs Process and Volume-1: People Vs Process
As you all knew, here I am importing certain facts over myth on People Vs Process as a part of my series.Here all my contents are not to presume as any authorised regulatory notes for any exam. Its purely my experience keynotes and as a mentor would like to ambient to my Article followers to train for the best delivery approach of any service or product.Organisational business needs are purely service centric, since services supports business.
Follow-up to my last topic, on Departure of employees in the people centric companies are always a pain in Ass of the companies, as they all have created only specialist. when a specialist leave the company then the company ll have a huge void which makes them to cut down that particular service. When they cut down a service and sure they have modify the "whole" Company's business Model. And whole definition of the company will be changed just because of 1 or couple of specialist leaving the company :(
In people centric, due to lack of that skill set which is created to one specialist's departure might cause sever damage to the companies' capabilities with reference to the Clients' prespective.
As we know the growth of the companies defined on the basis on;
  1. Growth in services
  2. Growth in companies revenue
  3. Growth in infrastructure and Number of Employees
when the company reduces any services it ll again back to the Square zero and sure there will be a huge lose in capital cost which involved in developing that particular portfolio.
In Process centric companies,will make that as a easy transaction as they would evenly flourished the skill share between all the team members and that ll easily support the losing of any employee at any time.
Replenishment: Replenishment is another biggest challenge in this period as the below list are inevitable;
  • Contractors;It ll be another huge topic to discuss as 2016 might see more percentage of contract workers than the actual payroll workers.With 84% of recruitment bosses reporting an increase in demand for temporary/contract roles, recruiters face an uphill battle in convincing clients to pay a little more for contract professionals.only the consultant companies are gaining the momentum not the companies.
  • Competition:Candidate competition in the market is high. May be your competitor company have an option to acquire your employee and connect to your client by using his portfolio.
  • Time Challenge: The business world move faster than it has in the past and a recruiting company that can't keep up will surely be left behind.
  • HR Skill depended: People Management issues ll be sorted out by People itself?? Is itn't that funny? If again your HR department is not much skilled about facing all those mentioned challenges again it ll lead to failure of companies' service delivery. When the process is not practised properly then the "Replacement" should adopt and learn your company culture and sure it ll consume some time and effort.
Process is a format of a common standard which will be followed by different companies in the same industry for the best productivity and it shows the uniformity between companies and you could avoid that "learning in every new company" for your Replacement.Where you and your resource save time and focus on productivity.
With 70% of agencies utilising the same handful of job boards, 2016 is the year recruiters must go above and beyond, and prove themselves worthy of the candidates they chase. It sure promises tough time to do the replenishment to find the exact skilled resource in given timeline.
But on the other hand, Process centric company's team could manage this situation easily.
Measurement of success:
In a people centric company, measurement of success or simply performance evaluation will be done through on the basis on long working hours just because they have to deal on individuals.
As we all would aware about the Infosys chairman Mr.Narayana Moorthy letter to his employees with a strong message on their work timing;
* Very clear, LEAVE ON TIME!!!
* Never put in extra time ‘ unless really needed ‘
* Don’t stay back unnecessarily and spoil your company work culture which will in turn cause inconvenience to you and your colleagues.
Specialist work on hours and her/his deliveries are time consuming . They work so hard in first place and repercussion of their action increases Manager's expectation on employees to work harder. But in long term it does not work for the Company/Manager/Employee.
In a process centric company, measurement of success ll be on the basis of service delivered but not evaluate on the basis of sweat audacity. Productivity measurement ll be done through the basis of back logs checkin, Quality Analyse and the deviation. It always relate everything to specificity.
Determain Adequate Staffing :
Earlier days, staffing its all about numbers, but now its all about skill metrics with defined standards from the company. Now-a-days requirement of the company should be in specifics and have to quantify on the basis of service delivery.
In the agile format, requirements are spitted to tasks, tickets, sprints.....drilling down to every detail and predefined employee skill metrics help them to identifying the staffing requirement in the process centric companies.
My next volume will get you the final list towered our conclusion. So keep watching.
Thanks!
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