steve woloz & associates inc. management consultants human resources as a strategic partner for...
TRANSCRIPT
STEVE WOLOZ & ASSOCIATES INC.MANAGEMENT CONSULTANTS
www.swaassoc.com
Human Resources As A
Strategic Partner
For
Western Montreal Business Forum
October 22, 23 2002
West Island Business Forum PWest Island Business Forum PPT:REV16B:10/17/02PT:REV16B:10/17/02
Steve Woloz AssociatesSteve Woloz Associates 22
Introduction
• Fundamental Concept of Free Enterprise • Global Business
• Compete • Sell Product or Service• Satisfy Customer• Generate Profit
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Primary Ingredients for Success Optimize Use of Resources
HumanMaterialFinancial
Introduction
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Effective Management of Human Resources assures Achieving Goals
Introduction
Purpose of Presentation
Sensitize Where / How Optimum Deployment of HR Generate $Dividends
HR = Strategic Partner in Your Business (long term investment sustainability)
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Introduction
Workshop Methodology
Interactive
• SWA Introduce Information • Panelists Reference • Audience Q & A
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Introduction
Thanks To Panelists
David Arditi, CEO M I P
William Drori, CEO Designers Circle
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Clients who have put their trust in us
owned by
Partner of
ELECTRIC
ELECTRONICS
INDUSTRIAL
SEWING
DYING TELECOM
MACHINING
PLATING
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Symptoms of Mismanaged H. R.
1. Low Morale 2. High Turnover3. Detached / Indifferent Managers4. Poor Quality5. Fault Finding / Grievances6. High Costs (? : M. L. F. )7. Company Losing Money 8. Low Customer Satisfaction
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Indications of Well Managed H. R.
1. High Morale 2. Low Turnover3. Dedicated Problem Solving Managers4. Team Work5. High Quality 6. Low Costs7. Profitable Company 8. High Customer Satisfaction
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How to Reap H.R. Dividends
1. Pre-employment Testing and Selection2. Job Descriptions and Training 3. Training the Trainers (Ongoing + Permanent)4. Coaching/Empowering Managers5. Implementing/Employing Operating Controls6. Controlling Turnover7. Implementing Employee Handbook8. Conducting Performance Evaluation
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1. Pre Employment Testing & Selection
Definition:
Quantitative Benefits ( Overlap) Est. SavingsCost Of Advertising 1% - 1%Cost Of Training Time Of Trainer 2% - 3%Cost Of Training Time Of Trainee 1% - 2%Cost Of Training Materials & supplies ?% - ?%
Total Est. Savings 4% - 6%
Total Annual Payroll Est. Annual Savings$ 500,000 $ 20,000 - $ 30,000$ 750,000 $ 30,000 - $ 45,000$1,000,000 $ 40,000 - $ 60,000
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1. Pre Employment Testing & Selection
Qualitative Benefits
• Locating Best Person For The Job• Minimizing The Trial And Error Period• Maximizing Morale Of Applicant• Standardization Assures Consistency• Standardization Assures Objectivity • Turnover Chart
Peg Board Demo
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2. Job Descriptions and Training
Definition
Quantitative Benefits Est. SavingsSaving Of Training Time Of Trainer 2% - 3%Saving Of Training Time Of Trainee 2% - 5%Saving Of Seconds 1% - 2%Saving Of Training Materials And Supplies ?% - ?%
Total Est. Savings 5% -10% Total Annual Payroll Est. Annual Savings
$ 500,000 $ 25,000 - $ 50,000$ 750,000 $ 37,500 - $ 75,000$1,000,000 $ 50,000 - $ 100,000
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2. Job Descriptions and Training
Qualitative Benefits
• Minimizing The Trial And Error Period • Maximizing Morale Of Applicant• Uniformity of Product and Service• Enhanced Customer Satisfaction
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3. Training the Trainers
Definition
Quantitative Benefits ( Reinforced) Est. SavingsSaving Of Training Time Of Trainer 2% - 3%Saving Of Training Time Of Trainee 2% - 5%Saving Of Seconds 1% - 2%
Total Est. Savings 5% - 10%
Tot. Annual Payroll Est. Annual Savings$ 500,000 $ 25,000 - $ 50,000$ 750,000 $ 37,500 - $ 75,000$1,000,000 $ 50,000 - $ 100,000
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Qualitative Benefits
• Minimizing The Trial And Error Period • Maximizing Morale Of Applicant• Assuring Uniformity of Product and Service• Assuring Customer Satisfaction
3. Training the Trainers
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3. Measuring the Gap
Training accelerates learning & diminishes learning timeTraining accelerates learning & diminishes learning time Training Heightens Max PerformanceTraining Heightens Max Performance
100%
30 60 90Days
Productivity
GAPGAP
Training Time & Efficiency
With Training Program
On-The-Job Learning
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Training Heightens Max PerformanceTraining Heightens Max Performance
100%
60 120 180
Productivity
Days
GAPGAP
Training Peak Performance
With Training Program
On-The-Job Learning
3. Measuring the Gap
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Steve Woloz AssociatesSteve Woloz Associates 1919
4. Coaching Managers Self Governance
Definition - www.swaassoc.com/coaching.html
Quantitative Benefits Est. SavingsSaving Of Managerial Overhead 1% - 2%Enhanced Productivity 5% - 10%Reduced Reworks and Seconds 1% - 2%
Saving Of Quicker Turnaround Time 2% - 3%
Total Est. Savings 9% -17%
Total Annual Payroll Est. Annual Savings $ 500,000 $ 45,000 - $ 85,000 $ 750,000 $ 67,500 - $ 127,500 $1,000,000 $ 90,000 - $ 170,000
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4. Coaching Managers
Coaching Program and Subjects
Coaching = Training + Supporting + Mentoring TrainingA coach needs to be well versed in the skills required and able to teach those skills where required. SupportingA coach needs to be able to support employees both in terms of giving them the tools they need to succeed, as well as imbuing the confidence needed to succeed. MentoringProviding honest feedback in a well-timed fashion, knowing when to point out deficiencies, and when to praise.
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4. Coaching Managers
Coaching Program and Subjects • Responsibility of the / Supervisor / Forman• Planning and Organising • Operating Controls• Communications• Motivation• Leadership• Management for Productivity• Management for Quality• Discipline• Performance Evaluation• Administration of Customer Service • Development and Implementation of the
Employee Handbook
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Panelists comments Panelists comments
4. Coaching Managers
Coaching Program and Subjects
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Qualitative Benefits • Enhanced Supervisor Satisfaction and
Effectiveness• Enhance Productivity• Enhanced Quality• Reduced and Quicker Turn Around Time
4. Coaching Managers Self Governance
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5. Operating Controls
Definition
Quantitative Benefits Est. SavingsOverhead Containment 1% - 2%Labour Containment 5% - 10% Total Est. Savings 6% - 12%
Total Annual Payroll Est. Annual Savings$ 500,000 $ 30,000 - $ 60,000
$ 750,000 $ 45,000 - $ 90,000 $1,000,000 $ 60,000 - $ 120,000
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5. Operating Controls
Qualitative Benefits
• Improved supervisory confidence re
meeting objectives • Greater Degree of Proactive
Management
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6. Turnover
Definition
Quantitative Benefits (Reinforced) Est. SavingsSaving Of Training Time Of Trainer 2% - 3%Saving Of Training Time Of Trainee 2% - 5%Saving Of Seconds 1% - 2%Saving Of Training Materials And Supplies ?% - ?%
Total Est. Savings 5% -10% Total Annual Payroll Est. Annual Savings
$ 500,000 $ 25,000 - $ 50,000$ 750,000 $ 37,500 - $ 75,000$1,000,000 $ 50,000 - $ 100,000
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Qualitative Benefits
• Greater Supervisor Satisfaction• More Stable Workforce• More Consistent Product and Service• Superior Customer Satisfaction
6. Turnover
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7. Employee Handbook
Definition - www.swaassoc.com/handbook.html
Quantitative Benefits Est. SavingsSaving Of Turnover Costs ? %- ? %Saving Of Training Costs 5% - 10%Saving Of Grievance + Arbitration Costs ? % - ?%
Total Est. Savings 5% - 10% Total Annual Payroll Est. Annual Savings
$ 500,000 $ 25,000 - $ 50,000 $ 750,000 $ 37,500 - $ 75,000 $1,000,000 $ 50,000 - $ 100,000
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Qualitative Benefits
• Enhanced Employee Trust and Confidence • Enhanced Employee Conformance • Enhanced Supervisory Confidence + Effectiveness• Enhanced Customer Satisfaction
7. Employee Handbook
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8. Performance EvaluationQuantitative Procedures
Definition
Quantitative Benefits Est. Savings Improved Productivity 5% - 10% Total Est. Savings 5% -10% Total Annual Payroll Est. Annual Savings $ 500,000 $ 25,000 - $ 50,000 $ 750,000 $ 37,500 - $ 75,000 $1,000,000 $ 50,000 - $ 100,000
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Qualitative Benefits
• Clear Understanding Expectations • Heightened Attainment of Goals• Enhanced Feeling of Fairness• Enhanced Customer Satisfaction
8. Performance EvaluationQuantitative Procedures
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Quantitative Procedures
Qualitative Benefits
• Clear Understanding of Job Worth • Greater Acceptance due to Objectivity and
Consistency• Avoidance of Jealousy• Enhanced Feeling of Fairness re Salary Policy• Greater Probability Of Competitive Wage Scales
STEVE WOLOZ & ASSOCIATES INC.MANAGEMENT CONSULTANTS
Human Resources As A
Strategic Partner
ForWestern Montreal Business Forum
October 22, 23 2002