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|a 9780429325953
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|a Jekiel, Cheryl M.,
|e author.
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|a Lean human resources :
|b redesigning HR processes for a culture of continuous improvement /
|c Cheryl M. Jekiel.
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|a Second edition.
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|a New York, NY :
|b Routledge/Productivity Press,
|c 2020.
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|c ©2020
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|a 1 online resource
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|a text
|b txt
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|a computer
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|2 rdamedia
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|a online resource
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|a Includes bibliographical references and index.
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|a "Encouraging a long overdue shift in thinking, this second edition of this groundbreaking book provides managers and executives with the means to maximize employee potential by first showing them how to increase the improvement power of their HR departments. Cheryl M. Jekiel, who has been implementing Lean initiatives out of HR offices for more than 20 years, defines the people-related approaches and practices needed to alter any cultural dynamic that keeps employees from leveraging their peak abilities. She looks at why so many companies allow this sort of waste to exist, how traditional HR departments have not been especially effective in combating waste, and why current HR departments should be seen differently -- as a partner delivering exceptional customer service to employees. This second edition reflects on the material from presented in the first edition, how it has affected Lean HR environments, and how it has changed to accommodate new challenges and practices. It is not only for experts on Continuous Improvement or Lean Implementations, but for readers who are looking to strengthen their HR department and optimize employees' abilities in the workplace"--
|c Provided by publisher.
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|a Description based on online resource; title from digital title page (viewed on June 16, 2020).
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|a Cover -- Half Title -- Endorsement Page -- Title Page -- Copyright Page -- Table of Contents -- Acknowledgments -- About the Author -- Introduction -- Section I The Lean HR Manifesto -- Chapter 1 What Is Lean HR? -- What Is Possible with a Lean Transformation? -- What Is True Today About the Role of HR in Lean? -- Why HR Has Failed to Achieve This Vision -- What Is Lean HR? -- Differing Viewpoints of HR -- Myth #1: Lean HR Refers to Improving the Nonstrategic, Transactional Work of HR -- Reality: Applying Lean Methods to HR Should Only Be the Beginning of a Lean HR Initiative. Doing so Provides a Foundation That Prepares HR to Become a Valuable Resource for Companywide Improvement -- Opportunity: Optimize HR's Leadership Potential, Expertise, and Areas of Responsibility to Advance the Strategies and Activities of Lean Transformation -- Myth #2: With a Focus on Reducing Costs, Lean Initiatives Do Not Require HR involvement -- Reality: Increasingly, Lean Is Seen as a Cultural Initiative and, Therefore, Clearly Requires HR to Maximize Its Benefits -- Opportunity: Allow HR to Drastically Reduce the Waste of Human Capabilities -- Myth #3: HR Professionals Are Fundamentally Incapable of Contributing to Non-HR-Related Business Strategies, Including Lean -- Reality: Many Aspects of HR Are Capable of Driving Game-Changing Financial Results -- Opportunity: Build the Skills and Capabilities of HR to Increase Its Contribution to Exceptional Business Results -- Two Sides of HR -- Preparing to Expand HR's Strategic Role -- Chapter 2 A New Way to View Lean HR -- Defining Lean: The Seven Common Practices -- Practice 1: Maintain Customer Focus -- Common Customer Focus Practices -- Practice 2: Measure Improvements -- Common Measurable Improvement Practices -- Practice 3: Foster Broad Participation -- Common Broad Participation Practices.
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|a Practice 4: Standardize Processes -- Common Standardized Processes Practices -- Practice 5: Solve Problems Methodically -- Common Problem-Solving Practices -- Practice 6: Utilize Visual Management -- Common Visual Management Practices -- Practice 7: Lead Through Inspiration -- Common Inspirational Leadership Practices -- The Problem: Most Organizations Fail to Achieve a Successful Lean Transformation -- The Barriers That Block Successful Transformations -- Barrier 1: The Shortsightedness of a Cost-Saving Focus -- Barrier 2: The Struggle to Move Beyond Improvement 'Events' -- Barrier 3: Job Roles and Daily Work Don't Get Redesigned for Improvement Practices -- Barrier 4: Developing a Lean Culture Can Be Elusive -- Barrier 5: Leadership Changes Are Extremely Difficult -- HR Leaders Can Help Remove Barriers and Boost Results -- HR Can Take the Lead for Developing a Lean Culture -- HR Can Redefine Work Roles for a Lean Culture -- HR Can Support the Transformation of Leadership -- How Lean HR Creates Results -- Chapter 3 Expand Lean Results with HR -- Potential Improvement Value of Lean (PIV) -- Three Aspects of Calculating Potential Improvement Value (PIV) -- PIV Type 1: Estimating the PIV of Better Operating Margins -- PIV Type 2: Estimating the PIV of Increased Revenue -- PIV Type 3: Estimating the PIV of Greater Financial Performance -- HR Needs to Learn to Quantify the Financial Value of Lean -- How Lean HR Helps Achieve Optimal Lean Results -- Lean Cultures That Deliver BIG Results -- Section II Implementing Lean Cultures -- Chapter 4 Defining Lean Culture: Values and Behaviors -- What Is a Lean Culture? -- Organizations Create Culture by Design or Default -- A Strong Culture Drives Greater Success -- Lean Cultures Are More Than a Group of Activities -- Lean HR Has a Key Role in Driving a Lean Culture.
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|a Seven Common Lean Practices: Values and Behaviors -- Lean Cultural Element #1: Maintain Customer Focus -- Lean Cultural Element #2: Measure Improvements -- Lean Cultural Element #3: Foster Participation -- Lean Cultural Element #4: Standardize Processes -- Lean Cultural Element #5: Solve Problems Methodically -- Lean Cultural Element #6: Utilize Visual Management -- Lean Cultural Element #7: Lead Through Inspiration -- The Many Ways Lean HR Drives a Lean Culture -- Not Involving HR Can Damage Company Culture -- Lean Cultures Are the Foundation for Engagement -- Chapter 5 Leverage Lean to Drive Employee Engagement -- What Engagement Looks Like -- Engagement Versus Motivation -- The Overlap Between Engagement and Lean -- Lean HR Activities to Drive Engagement -- Use the 1% Method for ROI of Engagement -- Lean Can Create Disengagement -- Ignoring or Mishandling Ideas -- Potential Disengagement with Low Participation -- Replacing Lean Leaders with a Top-Down Leadership Style -- Three Best Practices for Measurably Improving Engagement -- Measuring Engagement -- Increasing Engagement Requires Change Management -- Chapter 6 Lean Is a Culture Change -- Lean as a Change Management Initiative -- Difficulties Related to a Lean Culture Change -- Overcoming Difficulties with Effective Strategies -- Effective Strategy #1: Focus on Opportunities with the Greatest Impact -- Leverage the People Most Engaged with Lean -- Don't Be Distracted By Those Who Disagree -- Optimize Opportunities to Influence Positive Change -- Effective Strategy #2: Understand the Realities of Change Readiness -- Effective Strategy #3: Encourage an Individual Relationship with Lean -- Effective Strategy #4: Ensure Policies and Practices Align with Lean Principles -- Evaluate Your Policies for Their Impact and Relationship with Lean Principles and Practices.
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|a Actively Blur the Lines Between Management and People Who Make Products or Provide Services -- Encourage Accountability Versus Control -- Effective Strategy #5: Seek Opportunities to Align Messages -- Verify That Hiring and Selection Practices are Supportive -- Align Performance Management Systems to Lean Values -- Align Bonus Plan Criteria by Revising Misalignments -- Communicate Clear and Consistent Messaging -- Treat Celebrations as an Opportunity -- Utilize Physical Surroundings to Reflect Teamwork and Participation -- Ensure Safety Programs Precisely Communicate What's Important -- Effective Strategy #6: Strengthen Alignment with Strategy Deployment -- Effective Strategy #7: Measure, Monitor, and Manage Culture Change -- Surveys Measure Culture Change but Also Need to Build Relationships and Identify Improvement Opportunities -- The Benefits of Mastering Lean Culture Changes -- Section III Implementing a Lean Talent Management System -- Chapter 7 Lean Talent Management Optimizes Success -- Defining a Talent Management System -- Lean Talent Management Systems -- Obstacles to Lean Talent Management Systems -- HR Focus Is Internal Rather Than External -- Underestimating the Power of HR -- Traditional Systems Work in Silos -- HR Is Unfamiliar with How to Drive Lean -- Talent Management Components Are Not Well Aligned -- LASER Approach Solves Lean Talent Management Challenges -- Phase 1: Leverage HR Capabilities to Achieve Business Priorities -- Lean HR Can Drive Results -- Phase 2: Align Your Culture with Lean Business Strategies -- The Difference Between Traditional and Lean Business Strategies -- Lean Business Strategies and the Seven Common Practices -- Phase 3: Structure the Organization to Support a Lean Approach -- Phase 4: Expand Job Roles to Include Increased Responsibilities.
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|a Phase 5: Redesign Each Component of the Talent Management System -- Utilize Seven Practices to Strengthen HR Systems -- Redesigning Components Provides a Strategic Opportunity -- A Five-Year Strategic Plan is Helpful to a Lean HR Journey -- Benefits of a Lean Talent Management System -- Begin by Developing Lean Leaders -- Chapter 8 Developing Lean Leaders -- A New Vision for the Workplace Requires a New Way to Lead -- The Magnitude of Implementing Lean Leadership -- The Reciprocal Relationship Between Leaders and the Workplace -- Transforming Leadership Is Challenging -- Lack of Knowledge and Absence of a Robust Plan -- Underestimated the Need for Building Adequate Skills -- Misaligned Talent Management Systems -- Resistance to Necessary Changes -- Applying the LASER Approach to Developing Leaders -- Establish the Expanded Role of Leadership -- Revising Leadership Job Descriptions with a New Design -- Completing a Cohesive Job Design with a Job Skill Matrix -- Relationship Between Job Design and Leader Standard Work -- Redesign Talent Management Systems -- Hiring the Right Leaders: An Often Missed Opportunity -- Start by Looking for Improvement-Oriented Leaders -- Use Lean Tools to Select the Right People -- Allow Teams to Be Highly Involved in Selecting Their Leaders -- World-Class Cultures Demand World-Class Onboarding -- Ensure That Training Lean Leaders Adds Value -- The Controversy Surrounding Performance Management -- Performance Management Systems Need to Protect Psychological Safety -- Consider Performance Review Approaches Carefully -- Optimize the Benefits of Recognition and Rewards -- The Power of Recognition -- Financial Reward Systems -- Additional Strategies for Overcoming Lean Leadership Obstacles -- Benefits of Lean Leadership Translate to Expanded Workforce -- Chapter 9 Developing a Fully Engaged Workforce.
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|a Personnel management.
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|a Quality control
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|a Organizational effectiveness.
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|a BUSINESS & ECONOMICS / Human Resources & Personnel Management
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|a BUSINESS & ECONOMICS / Quality Control
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|a BUSINESS & ECONOMICS / Workplace Culture
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|a Organizational effectiveness
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|i has work:
|a Lean human resources (Text)
|1 https://id.oclc.org/worldcat/entity/E39PCGkwk9KPdVFmkBJg3TCprq
|4 https://id.oclc.org/worldcat/ontology/hasWork
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0 |
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|i Print version:
|a Jekiel, Cheryl M..
|t Lean human resources
|b Second edition.
|d New York, NY : Taylor & Francis, 2020.
|z 9781138595385
|w (DLC) 2019048870
|
| 856 |
4 |
0 |
|u https://ebookcentral.proquest.com/lib/holycrosscollege-ebooks/detail.action?docID=6209731
|y Click for online access
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|a EBC-AC
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|a 92
|b HCD
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