BUSINESS EXCELLENCE PROCESS

BUSINESS EXCELLENCE CONSULTING
.... CONSULTING OPPORTUNITIES
... Assessment Center
... Business Process Engineering
... Change Mangement
... Coaching and Mentoring
... Competency Mapping
... Computer Based Training
Tools Design
... Cultural Adaptation of Products
... Cultural Adaptation Post Mergers
and Acquisitions
... Designing HR Processes
... Designing Learning/Development
Processes & Departments
... Managing Innovation Centers
... Organization Surveys
... Succession Planning

ORGANIZATIONAL DEVELOPMENT

SOFT SKILL ENHANCEMENTS

EMOTIONAL INTELLIGENCE

Michael Hammer and James Champy define Re-engineering as “The fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed.”

Business Process Re-engineering (BPR) is the analysis and redesign of workflow within and between enterprises.

One of the business processes re-engineering’s basic assumptions is that the traditional way of organizing departments and processes around very specialized tasks are inherently duplicative, wasteful and unresponsive to the firm’s customers.

HR plays a crucial role in successfully implementing re-engineering of these processes. We aid the HR departments of various organizations in the following:

Building Commitment to Re-engineering- Successful implementation of re-engineering is an outcome of winning employee commitment. Even the most brilliant reorganizations and organizational changes can be undermined by noncompliant employees. Thus, one key to re-engineering is winning people’s commitment to the changes and what those changes mean. HR practices like value-based hiring, building a sense of community, and installing two way communication practices can play a big role in winning and building commitment.

Team Building- BPR generally results in reorganizing the work-force from functional departments to process oriented teams. HR plays a central role in making self-directed teams more effective.

Redesigning Work Tasks- With re-engineering jobs generally change from specialized tasks to multi dimensional generalist work. Not only is each worker generally responsible for a broader, more enriched job but process team members share joint responsibility with their team members for performing the whole process.

Moving from Controlled to Empowered Jobs- People working in a reengineered process are empowered to perform a broader set of tasks with relatively little supervision.

Moving from Training to Education- For companies that re-engineer, the emphasis necessarily shifts from training to education. It’s no longer enough to just give employees training that show them “how” to do the job. Instead the new generalist team members need education: they need to increase their insight and understanding of how to analyze and solve problems and to understand not just the “how” of the job, but “why” it is.