What if you could find savings in your business by better understanding one of your largest costs. One of the first items nGROUP investigates is the true hourly cost of labor. Many companies have a cost line in the P&L, a labor report, or some calculated cost for their personnel. This often times lead to missed opportunities or misunderstood results.
When done well, labor management can have a profoundly positive impact on cost, quality, and productivity. Nevertheless, bringing in a third party for labor management can come with a stigma attached to it, as managers and employees may believe that bringing in an outside perspective is unnecessary, reflects badly on their performance, and even endangers their jobs. As such, this stigma can pose a significant challenge to bringing about the changes you need to improve your processes and realize your full operational potential.
Filling management positions can pose a challenge. While you may have high performing employees that you can promote within, you risk them not being prepared for the management role and their absence of labor resulting in lowered production numbers. Resulting in these employees being more valuable in their current roles. In order to avoid this mistake, it’s essential to look for talent who possess the following 16 characteristics that make for a good manager:
Topics: labor shortage, Labor Management, reduce labor costs, Management Mistakes, Management Impact, Manufacturing Management, Workforce Management, Workforce Management Tools, Improve Labor Management, Making a Good Manager
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.