So, you recently went to a conference and sat in on a session by a consultant or software vendor (hopefully not both) about this awesome labor management program they implemented for a client.\u00a0 They improved productivity by 15% – sounds pretty good, right?\u00a0 The consultant talked about their engineering prowess, the software guy did a demo of the LMS.\u00a0 The client smiled and discussed some results.\u00a0 No, I wasn\u2019t at your conference \u2013 but I\u2019ve heard this spiel many times.<\/p>\n
The trouble is that you may not see them together at the conference next year because the client has had trouble sustaining the early success of the \u201cprogram\u201d.\u00a0 There is a pretty good chance it was caused by an implementation with a software and engineering bias.\u00a0 Not enough emphasis was placed on the PEOPLE \u2013 associates and management \u2013 that play the key roles in these types of programs.<\/p>\n
Associate engagement is of critical importance.\u00a0 A high level of involvement during the implementation will improve acceptance and buy-in.\u00a0 Allowing their participation in naming the program, refining processes (Kaizen), designing incentives and planning celebrations has a huge impact on morale.\u00a0 Good morale, happy associates, good program.<\/p>\n
It is also important to take the time to educate the associates on program policies, best methods and how to perform well against the new measurements (standards).\u00a0 This will require management to be transparent and share information freely and frequently.\u00a0 Regular coaching sessions will become part of management\u2019s daily routine.\u00a0 Associates who are struggling receive training to improve.<\/p>\n
Management\u2019s ability to lead and administer the program is also critical.\u00a0 It is very common for managers to feel intimidated by the amount of new information available.\u00a0 In addition, most managers will need to dedicate more time in their day to being on the floor, observing their operations.\u00a0 This may not be as big of a priority prior to labor management.<\/p>\n
Managers will also need to be able to run and interpret new reports and troubleshoot software issues.\u00a0 And last but not least, managers will need to provide performance feedback to their associates on a daily basis \u2013 recognizing those who exceed expectations and coaching those who may need help.\u00a0 If this sounds like a BIG shift in responsibilities and duties \u2013 you are right.\u00a0 A LOT of training needs to be done during the labor management implementation to make sure your managers are positioned to succeed.<\/p>\n
It is also the manager\u2019s responsibility to fairly administer the program.\u00a0 This is a morale issue.\u00a0 Remember – good morale, happy associates, good program.\u00a0 Managers need to make sure that the software is accurately calculating performances and that the data feeding the system is correct.\u00a0 They need to be wary of any time keeping mistakes or embellishments by associates (cheating).\u00a0 It is also important for managers to provide the normal operating conditions for the associates.\u00a0 This will allow them to achieve performance goals.<\/p>\n
So, a key to sustainable Performance Excellence is the level of engagement between associates and management.\u00a0 Excellent engagement results in high morale.\u00a0 Good morale, happy associates\u2026you know the rest.<\/p>\n
As of September 8, 2020, Crimson & Co (formerly The Progress Group\/TPG) has rebranded as Argon & Co following the successful merger with Argon Consulting in April 2018.\u00a0<\/strong><\/span><\/p>\n","protected":false},"featured_media":0,"template":"","categories":[142,145],"class_list":["post-11454","article","type-article","status-publish","hentry","category-operations","category-supply-chain-planning"],"acf":[],"yoast_head":"\n