HR

engineering stds, late change submissions, & HR facilitating management agreement

(from LEI, David Verble article, follow link)

Examples of the confusion caused by unclear standards in engineering, late change submissions, and HR facilitating management agreement to support training by David Verble.

https://www.lean.org/the-lean-post/articles/no-standard-no-problem-not-really-its-a-big-problem

key points:

“Most companies have KPIs (Key Performance Indicators), but these are generally operational output or end-of-process measures. They also are “lagging indicators” because they show the result of the work performed but not how smoothly and efficiently the work is flowing in the process–unless they fail to achieve output KPIs. With no process or work standards, those completing the process have no way to evaluate how they are performing or where to focus problem-solving when there are problems in output results.”

“Without a standard, there is no way to see what improvements need to be made to improve performance or see the impact of changes that have been made. It’s hard to improve on a base of chaos.”

1) you can’t just drop responsibility for something on people. You must make sure it works with their situation and priorities if you expect them to follow through on it.

2) you have to understand the broader context of what else is going in the company when you ask for agreement to a plan.

Great writeup on current HR practices:

Google HR Practices.jpg

  • beware of creating a situation where an interview is spent trying to confirm what you think of someone, rather than truly assessing them.

  • most interviews are a waste of time

  • …serve primarily to make the interviewer feel clever and self-satisfied. They have little if any ability to predict how candidates will perform in a job.

  • Unstructured interviews have an r2 of 0.14, meaning that they can explain only 14% of an employee’s performance.

  • somewhat ahead of reference checks explaining 7% of performance

  • ahead of the number of years of work experience 3%

  • The best predictor of how someone will perform in a job is a work sample test 29% which can’t predict performance perfectly, since actual performance also depends on other skills such as how well you collaborate with others, adapt to uncertainty, and learn.

  • 2nd best predictors of performance are tests of general cognitive ability 26%

  • structured interviews 26% candidates are asked a consistent set of questions with clear criteria to assess the quality of responses. 2 two kinds: behavioral & situational.

https://www.wired.com/2015/04/hire-like-google

What HR needs to know about recruiting Lean Talent

Some summary points from an article posted at www.PeopleOrchard.ca:

When recruiting lean talent:

You are looking for someone with preferably NO INDUSTRY EXPERIENCE

o       They bring value by not understanding it through the ‘stupid’ questions they ask, which those familiar with the process would never ask, helping them to understand it. 
o       This gets those with industry experience to see things differently – helping THEM break down and rebuild the process.
There currently is no standard to determine lean training/certification. 
o       There is no green belt or black belt – it is not related to six sigma – but many consultants use this framework, adding to the confusion
o       There is no greater ‘certification’ than true experience and results as a measure of qualification.
Skills you are looking for:
-          Coaching, patience, questioning, problem solving, interpersonal skills, communication & facilitation skills, leadership,
-          Someone who is interested in working with people to learn how lean will apply to your unique situation, because you are different; NOT someone who tells you how it applies
-          Someone who has NO experience in your industry
Yes, a lot of it is counter intuitive at first.  Keep learning click here