As announced in June, we recently partnered with industry experts in analytics, process improvement and employer branding to create an enhanced service offering through our new entity – LEAN Human Capital.
Today I am excited to announce that Bradley Savoy will be joining us as a Founding Partner of this exciting new organization .
I have worked with Bradley for years and I am very excited to now work with him on a full time basis!
Bradley has been instrumental in helping design our unique Solution proven to help organizations remove waste from the staffing supply chain, allowing them to migrate towards a JIT hiring solution.
I welcome him and look forward to his contributions to our blog site. Please check out his introductory thoughts below!
Welcome to LEAN!
First of all I have to tell everyone how absolutely thrilled I am to be a part of LEAN! LEAN Human Capital is a concept that David Szary and I have been talking about for years, in theory and in practice through various forms.
My background is an evolution of a corporate staffing guy turned human capital consultant. The early part of my career is the transition from recruiter to head of staffing. The most recent paths in my career have been as a human capital consultant. I’ve had the privilege of working for, and with, some of the best companies in the world, and I’m looking forward to sharing knowledge (and learning from) some of the most respected staffing organizations throughout the country!
At LEAN, we have benchmarked best practices from the leading process improvement methodologies (TPS/JIT, Six Sigma, Theory of Constraints) to create process optimization methodologies specifically designed for the staffing function.
Our goal is to enable organizations to:
- Create a productive, efficient staffing supply chain designed to deliver a just-in-time recruitment solution.
- Objectively quantify the optimal organizational structure to consistently meet hiring demands and service level agreements.
- Reduce waste associated with inefficient, non-core, non-revenue producing tasks.
So let’s look at these methodologies for a bit, and how they apply to what we do:
Six Sigma: You’ve probably heard of Six Sigma Popularized by Motorola and General Electric back in the 80’s and 90’s, Six Sigma is a systematic approach that enables companies to drive efficiencies in process and enable significant cost reductions through the control of variation and removal of any defects in processes.
TPS: You may not have heard of Toyota’s Production System, but I’m sure most have heard of Lean manufacturing and/or process improvement methodology. TPS is about producing quality products efficiently; through the elimination of waste, inconsistencies, and unreasonable requirements on the production line. In order to deliver a vehicle ordered by a customer as quickly as possible, the vehicle is efficiently built within the shortest possible period.
Theory of Constraints (TOC) is an overall management philosophy introduced by Dr. Eliyahu M. Goldratt in his 1984 book titled The Goal, that is geared to help organizations continually achieve their goal. The title comes from the contention that any manageable system is limited in achieving more of its goal by a very small number of constraints, and that there is always at least one constraint. The TOC process seeks to identify the constraint and restructure the rest of the organization around it, through the use of the Five Focusing Steps.
All three of these approaches are particularly relevant to the staffing function, and demonstrate the best of breed staffing function over the also-ran function.
Regardless of the methodology; it’s all about producing quality hires by eliminating waste and inconsistencies in the staffing process, while also addressing unreasonable requirements of the hiring managers and other customers we service. Essentially the staffing function delivers the hire just in time and exceeds the quality the hiring managers needs.
And it really does work! To give you just one example, I worked with a client on a project focused on reducing expenditures and potential waste in hiring practices. In the end the project yielded $6 Million in savings while improving hiring manager satisfaction by over 20%!
Through studying and use of these methodologies over the last 18 years, I’m further convinced and passionate about these major tenants of successful staffing organizations:
- You can’t improve what you don’t measure – If you don’t know the quality of your hires right now, or how fast you can fill your positions, then how can you improve anything.
- Continuous improvement is paramount – If you’re not continuously monitoring and adjusting your staffing process, it can erode over time to the risk of poor candidate quality or quality of hire.
- Letting data drive business decisions – When making business decisions related to human capital, it needs to be a balanced approach. This is not meant to negate the value of subjective experience, but to back up that experience with real facts to make better decisions.
- Going from good to elite – The concept that Michael Jordan, Tiger Woods, and other greats of their field, have certain traits and practices that have enabled them to excel!
I’m excited because I now get the opportunity be 100% dedicated to put the aforementioned theories and proven techniques into practice to help organizations become more efficient, while reducing costs and improving service quality.