Platt Perspective on Business and Technology

Meshing Human Resources processes with business complexity 7: audits and performance benchmarking, and bringing terms of employment considerations into the overall business-level strategic process

Posted in HR and personnel by Timothy Platt on January 20, 2014

This is my seventh installment to a series on the new and emerging workplace, and developing personnel policy and practices to better meet the needs of a 21st century business (see HR and Personnel, postings 190 and following for Parts 1-6.)

I have been discussing operational processes and decisions that enter into selecting and defining a suite of supported and approved terms of employee engagement with a business, in this series. But in order to complete the circle and effectively bring this into an overall business strategy context, it is necessary to audit and review processes in place and employment terms as they are actually carried out and as employees actually perform in them. That is the topic area for this posting, and I begin it by citing a core reference resource that I developed for this blog with applications such as this in mind: my series Moving Towards Dynamic Performance Based Business Models (see Startups and Early Stage Businesses, postings 123 and loosely following for its Parts 1-8.)

• A business venture begins with a vision and a goal, and a roughly drafted conception as to how that goal would be achieved and sustained. That defines what this intended business is to become.
• A business plan is a strategically organized road map for how to accomplish that.
• And when this business plan is developed and organized according to a dynamic performance based business model approach, all of the working parts of the plan are developed in terms of meaningful performance metrics. Everything included in it serves a specific identified purpose and everything included is planned out and operationalized in performance-measureable terms, and collectively in terms of a set of business-defining performance metrics.
• Extraneous details and functions, and extraneous potential additions to the structure of the business or to its table or organization that do not fit into this, are trimmed out as the business plan is brought into focus – a dynamic performance based business model business creates a lean business.
• And it is a flexible and adaptable business as it is a core element of the ongoing strategy of such an organization, that it continually be performance reviewed to make sure that everything that is needed in it is included, and that anything that is not is updated to become relevant again or done away with.

Operational gaps and gaps in what is needed to achieve and maintain business effectiveness and efficiency lead to operational and strategic fragility and a loss of ability to be able to flexibly adapt to change, and whether that means responding to challenges and threats, or to positive opportunity. Bloat and the waste of resources it creates, loss of potential liquidity included, in maintaining less functional and even extraneous systems and resources lead to the same problematical results.

• My goal for this series installment is to make explicit note of how the suite of terms of employment that is supported at a business,
• And the sweep of mutually agreed to contractual agreements by which specific employees engage in that business as employees according to those terms of employment,
• Should follow this lean and agile approach, with the right employees working for and with the business under the right terms of employment, and with their terms of employment reviewed and updated as their work needs and those of the business change.
• At minimum, this review process should be carried out at every employee’s annual performance review, but it would also be tracked as employee and team performance on specific tasks and projects are monitored, and particularly for high priority work that holds specific strategic significance to the organization.

I am going to end this series at this point, simply noting that I am certain to return to the issues that I have been raising here, and throughout this series as a whole in future postings and series too. Meanwhile, you can find this and related postings at HR and Personnel.


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