Lean HR,Lean Od
THE LEAN HR/LEAN OD PARADIGM
Definitions:
Lean HR, Lean OD is about driving waste and duplication out of all HR and OD practices, processes and procedures –
It is not a set of tools; it’s a paradigm rather then one single theory.
A workplace culture; defined simplistically as how we do it around here and it will ultimately determine how far an organisation can go.
A workplace culture can be formed in one of two ways. One is by piecemeal that is, bit by bit and usually in response to an incident or an accident or a personality. The other way is by design.
The best way to control the future is to invent it
Great companies are characterised by:
A clear, unambiguous and enduring mission
Certainty
Preciseness in the language used
Everybody understanding how their part fits into the grander scheme of things
Everybody understanding the bottom line impact of their actions or inactions
The Lean HR, Lean OD paradigm is made up of the following set of thoughts, ideas, procedures and processes:
Cell Management.
Activity based accounting system
No Dick heads policy
Being more work than there are people to do it
One company/one destination
No Blame Culture where authority, responsibility and accountability prevail
Managers are not in charge of Managers
Management and Leadership being recognised as being two distinct and separate concepts
HR systems tend to clash and are counter productive
Pay a lot, expect a lot
Your job is your incentive ,no bonuses to do the job you are paid to do
Money doesn’t motivate people
Your mother doest work here
No safety bonus
No policy police
People join companies and leave managers
Attitude begat behaviour
Managers have the right to manage
The more information that you share with a group of people, the more they will act like a team
Performance appraisals destroy team work
Safety is an attitude
Money only motivates people to earn more money
Definitions:
Lean HR, Lean OD is about driving waste and duplication out of all HR and OD practices, processes and procedures –
It is not a set of tools; it’s a paradigm rather then one single theory.
A workplace culture; defined simplistically as how we do it around here and it will ultimately determine how far an organisation can go.
A workplace culture can be formed in one of two ways. One is by piecemeal that is, bit by bit and usually in response to an incident or an accident or a personality. The other way is by design.
The best way to control the future is to invent it
Great companies are characterised by:
A clear, unambiguous and enduring mission
Certainty
Preciseness in the language used
Everybody understanding how their part fits into the grander scheme of things
Everybody understanding the bottom line impact of their actions or inactions
The Lean HR, Lean OD paradigm is made up of the following set of thoughts, ideas, procedures and processes:
Cell Management.
Activity based accounting system
No Dick heads policy
Being more work than there are people to do it
One company/one destination
No Blame Culture where authority, responsibility and accountability prevail
Managers are not in charge of Managers
Management and Leadership being recognised as being two distinct and separate concepts
HR systems tend to clash and are counter productive
Pay a lot, expect a lot
Your job is your incentive ,no bonuses to do the job you are paid to do
Money doesn’t motivate people
Your mother doest work here
No safety bonus
No policy police
People join companies and leave managers
Attitude begat behaviour
Managers have the right to manage
The more information that you share with a group of people, the more they will act like a team
Performance appraisals destroy team work
Safety is an attitude
Money only motivates people to earn more money