When it comes to filling management positions, many companies prefer to hire from within. The reasoning behind this is often that an existing employee knows the company culture, has established relationships within the organization, understands operational goals and has insight into the various challenges the company faces — all factors that would theoretically allow him or her to hit the ground running in the new position.
Topics: Making a Good Manager, Improve Labor Management, Workforce Management Tools, Workforce Management, Manufacturing Management, Management Impact, Management Mistakes, reduce labor costs, Labor Management, labor shortage
One of my favorite themes in Malcolm Gladwell’s work is his perspective on talent. Several of his books and essays focus on how we identify talent, how it develops and what it is. The concepts are worth revisiting as I see a lot of essays, blogs, and articles focused on the theme of how to find and engage the “best talent”.
Last month we published a series of articles related to the contemporary issues fueling operational and labor change for many U.S. companies. In doing so, we also introduced third party human logistics (3PHL) as the emerging business model that provides “fix-it-fast” solutions to many of these issues. What are these solutions? Reduced unit labor cost, increased productivity and efficiency, improved or maintained quality, and reduced labor and co-employment liability.
You have entertained your fair share of sales pitches promising that their programs will bring astonishing improvement to your bottom line. But how can you know for sure? Who can you really trust to bring you the results your company needs? Pick a plan with a guaranteed, proven outcome with feasible implementation.
As explored in “Contemporary Issues Fueling Operational and Labor Change,” there are many factors driving the need to change operational strategies.
According to Inc. Magazine there are 5 main reasons why organizations do not change.
- Strength of Culture
- Rigidity of Structure
- Sunk Costs
- Contractual Agreement
- Entrenched Interests
By Jim Rossini
If you are a golf fan chances are you tuned into the TPC Sawgrass Tournament a couple of weeks ago. Moreover, you witnessed one of the most epic meltdowns in golf history. Heading to the iconic 17th hole, Sergio was tied with Tiger Woods.
If you are a baseball fan chances are you’ve seen the 2011 movie Moneyball, starring Brad Pitt. The movie focuses on the rise of advanced statistical analysis in Major League Baseball and is based on the Oakland’s A’s 2002 season when they won 103 games.
As a baseball fan and an operations officer, one line from the movie struck me. “It’s about using stats to reread them [players]. We’ll find the value of players that nobody else can see. People are over looked for a variety of biased reasons and perceived flaws . . . Mathematics cuts straight through that.”
If you’re like me, you have a natural skepticism towards trying the latest greatest products or adopting a new way of doing things. In the business world, I think there is even greater resistance to change. Perhaps it’s based on negative experiences or the fear of failure. Regardless of the reason, resistance to change is the number one obstacle I encounter as I meet with Operational and Human Resource professionals.
The NCAA Tournament is celebrating 75 years of March Madness this year. If you go to the NCAA March Madness website, there is an awesome interactive timeline of the tournaments history.
As you scroll through the timeline, something that immediately grabs your attention – UCLA Head Coach, John Wooden, absolutely dominated the tournament’s history from 1964 to 1975. With 10 NCAA Championships, it is general agreement that John Wooden was the greatest college basketball coach EVER. How is that? If there is a proven method of success, shouldn’t we all follow suit? A study by researchers at the UCLA Neuropsychiatric Institute and UC Santa Cruz revealed the Wooden’s method for success as “daily, detailed and deliberate planning...”
If temporary labor is a key component of your operational strategy, it may be time to reexamine your objectives AND understand how temporary labor has evolved from being a convenient, simple solution to a regulatory driven problem.
My first exposure to temporary labor was 1974. Three buddies and I headed to Florida for Spring Break and we ran out of cash on the return trip somewhere near Jacksonville. There were no cell phones to call home to have money electronically transferred to your debit card back then so we did the next best thing; We found work.