Putting people before processes

The management of one of my previous companies had a good argument, when they requested me to head the Human Resources department where I was already the Head of IT Department. After assessing several outside candidates, they pointed out that the individual, who heads the Strategic HR Function, should have an excellent understanding of the processes of the organization together with the people skills.

I subsequently proved that argument. However it was not a smooth sail. This factory I am referring to had 3200 employees with eight staff members in the HR department. Well, gradually 4 employees resigned, yet we did not fill the vacant positions in the department. Ultimately the HR department was equipped with only four employees, and jobs that were perceived as work for eight were handled by these four remaining employees.

So What was my secret…? It is putting people before processes. Once the processes are optimized people worked fine.

Another example to prove the same comes from a service organization, where I was the Head of HR and the department was located in the basement of the building. In fact someone may say that the particular department deserved to be in the basement, by looking at the results it was producing at the time I joined. Once assuming duties in the said company, I started by measuring the critical processes there. Found out that to issue an Agency contract, they were taking 47 days to 81 days. To process a separation they were taking average of 47 days, these are just two of the examples. Obviously the internal customers were not happy, nor were the Directors. Information produced was never accurate. However I did not blame the staff there or asked for new blood but worked with the same employees.

Streamlining the processes and optimizing the processes were the main focus, among many initiatives to get the department out of disgrace. It took three months for the other Head of the Departments to applause the performance of the HR department in one of the HOD meetings. Employees, who were taking sick leave once a week, came to work every day. HR staff was happy, and had a good team work. It is all about putting people before processes.

These are just two examples of getting results by process management.

We ought to look at the processes, and optimize the processes before blaming the people.