HR Needs to LEAN Up

Recently we’ve been working with organizations on implementing LEAN and Six Sigma. Now before you bail out on me, this blog won’t be about either of those topics…directly. As most of you know, Cirrus is all about helping organizations create shareholder value and become great places to work. One way that value is preserved is through organizational efficiency. That’s why I love the LEAN concepts. Here’s where this impacts HR.

Yes, you should work towards efficiency in all processes across the organization (including HR), but that’s not what I want to focus on here. One of the exercises you go through regularly as part of LEAN is to define the components of the customer value chain. This is a critical exercise, because it brings into sharp focus the features, functionality, and/or services that are truly adding value in the eyes of your consumer. The result is alignment.

Alignment is extremely powerful. Organizations need alignment as much as our bodies and machines. With alignment, efforts are multiplied as the organization begins resonating on the same frequency.

As an HR professional, one of your key functions should be facilitating organizational alignment based upon the culture and objectives of the organization. This alignment should permeate everything from job descriptions to the way performance reviews are conducted.  You should ask yourself how you can work with the rest of the executive team to multiply and reinforce their efforts in creating clarity around the behavioral expectations of your organization’s culture and the organizational objectives.

Compliance is important and critical, but it should not be the primary focus of your HR organization.  Employment laws and EEOC compliance simply define the rules of the game.  The primary role of HR leadership in an organization should be that of human capital optimization, talent development, and talent planning based upon the organization’s objectives, NOT the embedded arm of the EEOC or other labor agency.  You would not expect the CFO of an organization to focus exclusively on compliance with GAAP and tax law.  An effective CFO manages the financial aspects of the organization based upon the organizational objectives within the rules of GAAP and law.  GAAP and tax law  just define the rules of the game.  They affect strategy, but they are not the focus of strategy.  This concept is a major leap for most internal HR organizations, but a very important one.

You should also determine ways to quantify the effectiveness of various HR initiatives.  Put your MBA hat on for a moment.  It is important to measure the return on investment for your your department and any development, hiring, or other initiatives you are implementing to help create clarity and alignment in the organization. This will help you zero in on the initiatives that have the highest organizational impact. You should also be able to clearly state how those initiatives align with the current organizational objectives.

HR professionals, start thinking about how you can be a facilitator of alignment in your organization.  This is where you can add true value to your organization’s value chain.

It’s time for us to all to LEAN up.

6 Steps to Attract and Keep High Performers

findleadersWe hear it all the time at HR functions and from executives.  The number one challenge facing business owners is finding and keeping top talent.

Business owners, often say that they want high performers, but are they ready for them? Continue reading 6 Steps to Attract and Keep High Performers

Expectations

A group of us recently had a discussion about expectations. There can be many ways to look at expectation. Continue reading Expectations

Local Business Leader Completes Specialized Training

PRESS RELEASE

February 10, 2013

FOR IMMEDIATE RELEASE

Local Business Leader Completes Specialized Training

JumpStart February 2013_smallCirrus Business Group of Cumming, GA recently attended the Inscape Publishing JumpStart Business Workshop in Minneapolis, MN.  The business-building and training session highlighted the newest online learning tools used to deliver insights about workplace relationships and achieve organizational effectiveness.

With the growing demand for online learning assessments, Inscape Publishing is continuing to attract independent business owners who are committed to delivering the latest tools in workplace performance development.  “I commend Cirrus Business Group for their commitment to bringing the latest learning tools to the marketplace,” said Jeffrey Sugerman, Inscape’s President and CEO.  “Today’s workplace issues are varied, complex and challenging – these professionals are committed and equipped to helping the change happen throughout the entire organization.”

“Our high quality tools coupled with Cirrus Business Group’s expertise in training and development will serve organization’s well.  The need for skilled leaders in this industry has been leveraged with our training programs.  We look forward to supporting Cirrus Business Group’s business growth,” said Sugerman.

Cirrus Business Group, headquartered in Cumming, Georgia, is a group of professionals and firms providing management development, operations consulting, business strategy, brand strategy, finance and accounting services, Project Management, and Outsourced Solutions for small and medium business and non-profits.  Established in 2010 to bring value to small and mid-sized companies by helping create healthy, sustainable organizations, their goal is to be the single point of contact for business leaders.

Inscape Publishing, headquartered in Minneapolis, Minnesota, has the largest network of independent trainers and consultants in the world.  They are the leading independent publisher of research-based self-assessments.  Renowned as the world’s leader in DiSC learning resources, Inscape Publishing has helped over 40 million people improve performance, increase job satisfaction, and value differences.

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Succession Planning – The Risk Isn’t Just at the Top

When most people think of succession planning, they usually think about what to do when a founder or other key executive moves on. However, all businesses have risk beyond just their senior personnel making an exit. What about

Continue reading Succession Planning – The Risk Isn’t Just at the Top

Corporate Succession Planning – The Risk Isn’t Just at the Top

When most people think of succession planning, they usually think about what to do when a founder or other key executive moves on. However, all businesses have risk beyond just their senior personnel making an exit. What about

Continue reading Corporate Succession Planning – The Risk Isn’t Just at the Top

The Missing Ingredient of Dysfunctional Teams

Teamwork Cirrus Business Group Photo

Think you need to take your management team out to do some team building activities to get them working together? More than likely the problem goes much deeper than that. While it is good for teams to spend time doing non-work related activities together, it all comes back to this one thing. If your team has it, then maybe they are just out of sync and need some time together to recalibrate. If not, then you better start here.

Continue reading The Missing Ingredient of Dysfunctional Teams

The most important component of merger success.

Accretive. Synergistic. These are both words that get bantied about board room presentations on the business case justifying a strategic or opportunistic acquisition or merger. Many smart people pour over financials. Extensive preliminary due diligence is done. Financial models are built. So then, why do the overwhelming majority of M&A activity fail to produce the projected value? Continue reading The most important component of merger success.