People Productivity

  • A Motivated Workforce!
  • Continuous Process Improvement!
  • Minimal Downtime and/or Waste!

Realising these outcomes is easier than you think if you and your management team have open minds and are prepared to respond to constructive input from your people.

Enright Hendy & Partners approach recognises and addresses the fact that an organisation's performance is a function of the service delivery in everything that happens between staff, or staff and customers.

How well every one of those tasks is performed ultimately determines the quality of your company's product and the quality of your customer's service experience.

Jan Carlson of SAS (the airline) defined these transactions as the "moments of truth".

Uniquely, Enright Hendy & Partners provides an objective framework for continuous and easy monitoring of each of these transactions and using the customer (internal and external) service delivery measurement as the main methodology for achieving a motivated workforce that delivers continuous process improvement.

The system also provides a performance appraisal.system that your people will recognise as being totally fair.

Most strategies for achieving continuous process improvement rely on measuring KPI's such as quality delivered against standard, waste, machine down-time and/or throughput. Each of these measures is valuable, but have limited ability to identify the cause of any deficiencies, and hence are of limited value in pointing to the optimal solution.

Concurrently, most performance appraisal strategies rely on manager, self or a combination of manager and self appraisal. All three methodologies are highly subjective, and fail to recognise the fact that most of any employees impact on the organisation's efficiency is via the quality of service they deliver in each transaction to other employees and customers.

As such, all three methodologies are failing to measure the most important aspects of the employees performance - the quality of their service delivery to one another.

Invariably a thorough internal environmental scan in an organisation's strategic planning process reveals ineffective communications that cause customer service to be compromised.

It is also often recognised that real and sustainable competitive advantage would accrue if all personnel were to be self-motivated to work largely unsupervised to perform all their tasks to the best of their ability and in a manner which meets the needs of all their internal and external customers.

Staff seldom perceives the culture of the business in the same terms as management. The extent of the divide between the two determines the extent to which the organisation will suffer loss.

The wider the divide, the less likely management will be equipped to solve the problem unassisted as it is likely their management approach and the culture they're inadvertently creating, is a part of the problem.

The problem is unlikely to be solved by staff, as the very existence of the problem indicates staff do not feel empowered to criticise (constructively or destructively) the short-comings of the organisation, as this invariably means criticising management who they perceive lack the self-confidence to accept such criticism without recrimination.

Clearly there is no force in a business as powerful as the self-motivated, appropriately skilled and resourced team described above. Nor is there any satisfactory substitute for such a self-motivated team.

Contact Phil Enright phil@ehp.com.au to find out more about how this extraordinarily powerful process tool can transform your organisation's performance. Phil will also offer testimonial references to show the effectiveness of these strategies.