One of the divisions most affected by a company’s move to Lean IT is the Human Resources Department. This is to be expected as Lean IT is about a business’s people and their development.
business man hand use mobile phone streaming travel around the wAna-Paula Ribeiro, director of data store services at Amadeus made some striking points recently on how Lean IT is transforming their Human Resources Department.
She noted that while silos still exist at Amadeus, as they do in any company, communication is now much better, gatekeepers prevent bad data coming in, and the goals are clearer.
Lean and Agile workplaces depend heavily on the management choices for work design, measurement, rewards, organisational structures, working practices, methods and approaches to management and staff relationships.
These choices combine in complex ways to create a perception of ‘how it feels to work here’, which we call the ‘work-climate’. Research has demonstrated that work-climate is a proven predictor of long-term business performance.
During any change program, behaviours take time to adjust to new practices. Therefore, measuring and plotting the change in the work-climate provides assurance your changes are having the desired effect. Measuring and monitoring the work-climate will also detect any undesired effects and enable corrective actions to be taken.
By examining the ‘work-climate’, we can then ask the following questions:
What are the best choices for managers to make?
What needs to be eradicated?
What needs to be redesigned?
Our survey method, in addition to assessing behaviours, provides insight into the influence on the work-climate as a result of management choices in the following areas:
• How organisational design impacts collaboration
• Managing practices, such as continuous-improvement and governance
• End-to-end service performance
• Service quality
• Innovation and change ability
• Customer centricity
• Leadership style
The survey provides direction and demonstrable evidence the work-climate is moving in the right direction to support Lean and Agile working.
Stephen Parry is an international leader and organisational architect, designing and creating adaptive organisations. He has a world-class reputation for passionate leadership and organisational transformation by changing the way employees, managers and leaders think about their business and their customers.
He is the author of Sense and Respond: The Journey to Customer Purpose (Palgrave), a highly regarded book written as a follow-up to his award-winning organisational transformations. His change work was recognised when he received Best Customer Service Strategy at the National Business Awards.
Stephen believes that organisations must be designed around the needs of customers through the application of employee creativity, innovation and willing contribution. This was recognised when his approach received awards from the European Service Industry for the Best People Development Programme and a personal award for Innovation and Creativity. His clients include many global corporations and national governments: SAP, LEGO, BT, UK government, police authorities, financial services, Telcos, retail, Legal Services, IT and software companies, outsourcing and shared services.