All posts in Human Resources


How to Create an Operations Manual for Your Business (and Avoid Nuclear War)

operations manual operational excellence operational knowledge

Having an operations manual may not be glamorous, but preventing the disasters caused by human error and bad processes can save your business and even (in extreme circumstances) millions of lives.

If you’ve ever seen Dr. Strangelove, you’ll know it’s ridiculous. You’ve got a mad scientist, a cowboy pilot riding a bomb as it falls, and a nuclear holocaust brought about by a series of overblown human (and mechanical) errors.

operations manual - dr strangelove

Yet, despite being criticized as unrealistic, at the time it was entirely possible for human error to cause a Third World War. Hell, human error has already caused the worst nuclear accident to date.

A perfect storm of 6 human errors — culminating with staff thinking it was ok to turn off the emergency cooling system — caused the Chernobyl disaster, costing an inflation-adjusted $720 billion, 30 deaths and an extreme amount of unsafe radiation.” – Ben Brandall, How Processes Protect Your Business From Crashing and Burning

The truth is, the only way to prevent such errors is to document workflows and processes, and the only way to make sure your employees know what they have to do, how to do it, and have the resources to do it is to create your own operations manual.

In this Process Street article, we’ll be covering:

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The 4 Ingredient Categories Your People Analytics Framework Needs to be Effective

The 4 Ingredient Categories Your People Analytics Team Needs to be Effective

“I really must go to the third floor,” Renfield insists over the other employees’ protests. “I’ve been asked to consult with the head of people management about creating an analytics team. They’re expecting me.”

One of the nearby workers grabs Renfield’s lapels and pulls him close. “You don’t understand,” the man says. “We here in the office believe that people management is…” He glances around, nervously, leans closer and whispers, “We believe they’re really… human resources!”

“Oh, that’s just assistants’ gossips,” Renfield says. “Now, really, you must let me through. I have an appointment.”

“Wait!” The office manager pushes through the crowd, waving a form above her head. “If you won’t listen, then take this W-2. It’ll protect you.” She thrusts the form into Renfield’s hand and adds, “It’s riddled with mistakes.”

The third floor is dimly lit, offices still only partially constructed, furniture still draped in plastic. No signs indicate where he should go and a sense of abandonment clings to the scent of still-wet paint. “Hello?” he calls.

A figure appears, the light flickering around them. “I bid you welcome,” they say, and Renfield notices the tappity-tap-tap of many fingers rushing over keyboards. “Listen to them, the collectors of data. What music they make! Come along,” the People Team leader instructs, gliding down the hallway toward a single shaft of light Renfield can swear wasn’t there a moment ago. “Data is the life, Mr. Renfield.”

Wait. Why are you talking about vampires again, Leks?

There is a reason, and I assure you it’s not merely a way to shamelessly shoehorn my side interests into work-related topics. (Mostly.)

For contemporary businesses, data really is the lifeblood of your company. It’s what keeps everything moving from making sure there are paper clips in the supply cabinet to getting your product into the hands of the right user. Without accurate, up-to-date data, your organization isn’t even in the running to be a successful company.

While gathering quality consumer data is essential for the contemporary organization, data analytics has another equally important role to play: people management.

There are four main categories you need to think about for an effective analytics framework: Enablers, Deliverables, Stakeholder Management, and Governance.

In this Process Street post, I’ll explain what they are, how to use them, and how to not be creepy about it. Before you know it, you’ll wonder how you ever made HR decisions before people analytics came along.

Let’s analyze some data!
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Supercharge Your HR & Onboarding with Process Street (+ Video Walkthroughs!)

hr-onboarding-process-walkthrough

For HR managers in charge of onboarding new employees, daily tasks can quickly become difficult to track and overcomplicated.

Consider: 4 new hires starting this week, alongside about a dozen others that started in the past few months, and a handful that are wrapping up their first year any day now; it’s clear how HR departments can struggle to stay on top of things without stress or confusion.

That’s why human resources departments worldwide use Process Street to streamline and automate their daily HR work tasks, for processes like:

In this article, we’ll show you how our customers manage their daily HR tasks using Process Street.

You can see exactly how it’s done, with supporting screenshots and video walkthroughs.
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Change Management Models: 8 Proven Examples to Evolve & Thrive

8 Critical Change Management Models to Evolve and Thrive

For your business to survive it will need to evolve. For it to evolve, you need to make changes. Without a change management model, the success of those changes is up to nothing more than hope and dumb luck.

I’ve already gone over how to form your own change management strategy, so for this post, I’ll outline everything you need to know about 8 proven change management models that will put your organization at the top of the food chain:

Let’s get started!
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9 GHRM Best Practices to Achieve Success in Environmental Initiatives

9 GHRM Best Practices to Achieve Success in Environmental InitiativesDuring Sicily’s summer heatwave, Floridia’s famouse snails were baked alive in their shells when temperatures reached an alarming ~120 Fahrenheit (49 Celsius).

Wildfires have been blazing elsewhere in Italy, as well as in France, Greece, Australia, California – can anyone remember when there wasn’t a relentless, uncontrollable wildfire somewhere?

2021 was also the year it rained on a Greenland ice cap for the first time and Canada’s last arctic shelf collapsed.

Meanwhile, July 29, 2021 was declared Earth Overshoot Day, meaning the world’s population had already consumed more that year than the planet could regenerate.

(For the record, the US and Canada hit their overshoot day on March 14, while the UK managed to last until May 19. Pat yourselves on the back, folks.)

What does this have to do with HR management? Isn’t green branding more of a marketing problem? Or operations? Or any other department but HR?

Actually, no.

The fact is: No company can go green without employee buy-in. Don’t get me wrong – leadership has to be all-in, too, but if your people aren’t on board with your green initiatives and policies, they’re going to fail and fail hard.

Which is where HR comes in.

In this Process Street post, I’m going to lay out 9 fairly simple best practices that you and your team should be doing if you want to ensure that your pro-environmental behaviors (PEBs) succeed.

Let’s get to work!
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The Impact of GHRM on Employee Retention and Well-Being

Greening HR The Impact of GHRM on Employee Retention and Well-Being

We’re all doing our part to be more eco-friendly, but let’s not beat around the bush: At the end of the day, even saving the environment needs to have an ROI. The primary function of a business is to generate revenue, after all; if your company doesn’t have revenue, your Green initiatives are kind of a moot point.

Corporate sustainability is not a new idea. While the term “greenwashing” didn’t come into use until the ’80s, and “business sustainability” until John Elkington’s 1994 paper for California Management Review, the concept behind both dates all the way back to the ’60s and Westinghouse’s “clean and safe” nuclear power plants.

It’s been around a while, in other words, so let’s look at some recent numbers.

85% of S&P 500 index file regular sustainability reports. Over 80% of investors factor ESG (environment, social, and governance) data into their decision-making. At the start of 2016, $22.89 trillion in assets (26% of all managed assets) were the result of sustainable investments – a nearly 5% increase since 2012. By 2020, sustainable assets under management $35.3 trillion (36% of managed assets).

“Going Green” isn’t just about paperless memos and reduced carbon footprints, though. It’s only through the commitment, performance, and efforts of your employees that you can effectively adopt environmentally aware practices. This requires a complete shift in your business’s values and cultures – a shift that is only possible if backed by your employees.

For your employees to adopt pro-environmental behaviors (PEB), you need to have established human resource practices that encourage them. You need, in other words, to “Green” your HR management, or as it has been creatively termed, Green HR management (GHRM).

As I’ll show you in this Process Street post, not only does GHRM create more environmentally aware employees, but environmentally aware employees are more engaged at work and have higher job satisfaction.

Here’s the rundown:

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Why Excel Sucks for Employee Onboarding (You Could be Losing Millions)

Why Excel Sucks as Employee Onboarding Software-04 (1)

Employees in a well-structured onboarding program are 69% more likely to remain at the company after 3 years.” – Society for Human Resource Management (SHRM), 2010 Employee Benefits

1 out of 25 employees leave their new job due to substandard onboarding experiences.

In contrast, a good employee onboarding program can boost employee retention by 69% after 3 years.

Process Street is dedicated to helping our users improve their business operations, and employee onboarding is a prime focus area. On this, we’re surprised to learn that some of our customers have been using Excel for employee onboarding.

According to Harvard Business Review, companies – on average – lose 23% of their new hires after one year. A more thoughtful approach to employee onboarding can dramatically improve this statistic for your organization; and for that, we say, get off Excel.

“…a lot of B2B productivity products are competing with Excel sheets and other products that are totally not built for the specific problem they solve.” – Bram Kanstein, Tech Out Loud, The Product Before the Business by Bram Kanstein

In this Process Street article, you’ll learn why Excel sucks for employee onboarding, and why workflow management solutions offer better onboarding solutions.

Click on the relevant subheader to jump to your section of choice, alternatively scroll down to read all we have to say.

Let’s jump to it!
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Employee Rewards: How to Evaluate Performance & Encourage Better Work

employee rewards

Gabe Nelson is a content specialist of over 7 years of experience, currently working with bonus.ly. He has a passion and keen understanding when it comes to HR and employee management. He has written hundreds of content pieces in numerous niches. Currently, he lives in Missouri with his wife and kids.

Your employees are the lifeblood of your business. They provide the support and manpower you need to function and grow. The level of success and the results you achieve will directly reflect the performance of your employees.

Satisfied employees are also more productive and efficient. However, a study showed that as much as 85% of employees are happy with their jobs and only 15% of employees are engaged in the workplace. Happy and engaged workers are more likely to feel personally invested in your business, leading them to work harder and smarter; this results in better products and more satisfied customers.

It’s also vital that employees know where they stand. Not receiving a promotion or a much-anticipated raise because of performance shouldn’t be a surprise to them. Conversely, they should also receive positive feedback for a job well done to keep them moving on the right track; this means that evaluating employees’ performance is an essential role of leadership.

So how do you guarantee an employee’s role is as fulfilling as possible? And how do you communicate how well they are doing in their roles?

In his Process Street article, we’ll be covering:

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HR Automation: How to Automate Your Most Important HR Workflows

hr automation
Hanson Cheng is the founder of Freedom to Ascend. He empowers online entrepreneurs and business owners to put the systems in place for growth and 10x their business.

Despite being responsible for managing human resources, the HR department is usually one of the most understaffed and overworked departments in many companies. This is because HR involves many manual, repetitive, and monotonous tasks—these range from recruitment to pay and benefits to everything else in-between.

Automating your HR processes will help you:

  • Streamline workflows;
  • Ensure all your processes are consistent;
  • Reduce errors.

Ultimately, HR automation saves you time and money — valuable resources you could better spend on other pressing HR tasks. Research shows that automation can help decrease administrative tasks by 49 percent for HR employers and 30 percent for HR professionals. The same study also revealed that up to 34 percent of HR departments said their organizations were slow in adopting HR automation.

In this Process Street post, we’ll be covering:

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Human Capital Theory: Still Relevant or Woefully Outdated for Our Knowledge Economy?

Human Capital Theory Still Relevant or Woefully Outdated for Our Knowledge Economy

“Our human capital stock is ready to go back to work.” – Kevin Hassett

In May 2020, White House advisor Kevin Hassett drew public ire by referring to the American workforce as “human capital stock.” US Representative Alexandria Ocasio-Cortez asserted the term was not only outdated but inherently racist.

This raised a very important question for employers: How do you measure the output of your employees without treating them like cattle?

In addition to questions about the potential for dehumanizing employees, contemporary theorists question whether or not human capital theory – a product of the mid-20th century manufacturing economy – still has a place in our 21st-century knowledge economy.

In a knowledge economy, an employee’s output is intellectual rather than physical. Human capital theory originated during what is considered a manufacturing economy. As a result, it’s optimized for measuring physical output.

At a clothespin factory, a worker’s productivity is judged by how many pins they produce a day. There’s an established length of time it should take to make a faultless pin. That pin is an example of physical output. At the end of the day, you can count that worker’s pins and have a fairly good idea of their productivity.

A knowledge worker, however, doesn’t produce physical output; a knowledge worker produces intellectual output. I’ll go into this in more detail further on, but – in terms of human capital theory – the question is: how do you know how many “pins” a knowledge worker makes per day?

Obviously, knowledge workers are still given a wage, generally factored according to their value to the company (experience, education, etc.); in other words, using the principles of human capital theory.

But is this an accurate reflection of that employee’s worth? Are knowledge workers being undervalued because their productivity isn’t linked to the number of hours they work? Should intellectual and physical output still be measured on the same scale? Can they be weighed by the same scale?

More to the point, if human capital theory has outlived its usefulness, what language should we be using to describe an employee’s value? Is it fair to consider employees part of a company’s assets?

In this Process Street post, I aim to investigate these questions and explore ways in which the 21st-century employer can assess employees in terms of company value without objectifying the individual contributions.

Let’s delve deeper.
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