Are you planning to strengthen a department, or are you waiting for an exchange of people in a key position? This time just about how to prepare for the exchange of employees or the expansion of the department. And why the right procedure saves time, nerves and money.
For one company, strategic goals revealed the need to strengthen the position, which was identified as a bottleneck in the process. The optimization of senior management processes was no longer enough and the management decided to strengthen the position of another person - a junior.
Of course, in companies, everything is solved quickly and on the fly, because time is money. So how do you prepare a person for a new position as quickly as possible? If the senior is communicative and organized, it's just planning. But what if he's not like that? The shadowing of a manager may also be the answer. This is exactly the case I just took over. A new position is created for the internal collaborator. The advantage is that the junior knows the issues and business processes.
To incorporate the junior into the process, we proceeded as follows: first, I shade out the senior in his standard activities. Why this procedure? Senior is not very good at communication and has no experience with training at all. We started with a picture of the day that describes the basic activities that need to be done. The great advantage of a well-processed image of the day is that if there are some inefficient activities, the junior will not find out about them. Malfunctioning activities of the senior will be eliminated by coaching in the workplace and training in new procedures and tools. With such an analysis of activities and corrective measures, we gained about 90 minutes of time per day for the seniors. Convert it into his hourly wage multiplied by the number of working days a year, and you will immediately find that investing in an adaptation process through a coach is just a fraction of what he can bring you. Find out how much your company would cost incorrectly, or no training from a senior who has no experience with it. He himself does not know where he makes mistakes. Add to that the losses that would result from learned inefficient practices that the junior would observe in good faith from the senior. A little help: the annual amount saved by the higher efficiency of seniors and multiply this by 2. And we calculated only easily quantifiable savings. But in addition to efficiency, relationships in the workplace can also suffer, for example, impatience in explanation, inappropriate time management, poor self-discipline...
We will be happy to help you with the entire process and the person's adaptation process to the new position.
Lecturer CeMS, Martin Zibrín