A people development system has some unique characteristics, so applying lean, continuous improvement requires some thoughtful use of the lean principles. The first principle requires the stakeholders to think about who the system serves and what those customers would find valuable.
Lean Principle 1 – Define value from the customers’ point of view.
You may have noticed the plural possessive use in the subheading. That’s because there’s more than one customer to consider. In fact, there are four distinct customers that require something from the PDS:
- Team members – current and future
- Organization teams – the department that the applicant will join
- The organization as a whole, and
- The customers who buy your products and services.
Team members
The person thinking about joining the organization needs to see clearly the value in doing so. There’s value in understanding what the company stands for, what opportunities exist, and exactly what the organization is looking for. Several functions of the PDS are instrumental in creating and sustaining these values.
If they are offered and accept the job, there is value in connecting – feeling valued, knowing where to start, having someone to help get them on the path. There is value in growth opportunities – seeing the pathway for development, having a say in how the path is laid out.
After they’ve started, there’s value in having their view heard and appreciated, having good communication, meaningful work, and the ability to contribute. These are just some of the things that would be valued by this PDS customer.
There are many benefits of ensuring that this PDS customer can see the value the organization has to offer: clarity around expectations, opportunities, and potential; consistency in communication, planning, and development; and a system that will engage with them all the way through their development process.
The teams
The person you’ve hired is going to join a team. These organizational teams are important customers of the PDS and have certain expectations.
These customers value:
- Qualified candidates.
- People with the right knowledge, skills, and abilities.
- Getting talented people when needed.
When the team receives the new member, they want:
- An onboarding experience that establishes foundational relationships with new team members.
- A robust training program that matches the team’s needs and supports their mission.
- Retention efforts that keep the team stable.
- Performance management efforts that expand the capacity of each team member.
- Reliable tools for PDS administration.
- Reliable data to gage and improve the system.
- Leadership development that also helps continuously improve the PDS.
The benefits of a well-run PDS for these departments and teams includes better matching of talent to their needs; broad, ongoing support as the whole team grows and becomes resilient; and leaders that can help ensure that the PDS is working for all stakeholders. Is your current PDS laser focused on this customer’s needs?
The Organization as a Whole
Defining value for this customer of the PDS requires a holistic, long-term viewpoint.
Collectively this customer values:
- A stable, growing workforce that buys into the culture, vision, mission, and business objectives.
- Data that informs decisions about people, in the near term and the future.
- Tools across the PDS that make the process efficient, cost effective, and easy to manage.
- Leadership development that continuously improves the PDS.
- Help in becoming a premier employer.
An optimized PDS that offers this customer high levels of value in these areas affords the organization more precise control over this people focused system, improved ability to predict PDS performance, increased engagement, and greater capacity to make sound personnel decisions, among many other benefits. Are this customer’s value demands being met?
“The” Customer
The fourth customer of the PDS is directly impacted by all the values delivered to the first three customers. A PDS that develops and takes great care of their workers, ensures that teams are well supported, and provides the organization with better people-centered support, has greater focus and fewer distractions in pursuit of its business objectives. The external customers of the organization benefit greatly when this is the case.
Applying this first lean principle should start with all the PDS stakeholders learning more about the different customers that the PDS serves and what they value. Then closely evaluating the current system. Does our PDS provide these values to each specific customer? Are these values clearly defined and presented? Define the really important questions to consider and then find answers to them.
The second lean principle seeks to make the system visible so that gaps and opportunities are identified. That’s for next time.
Leave a comment