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NATIONAL WORKFORCE ASSISTANCE COLLABORATIVE
Work Restructuring Best Practice Guidelines
Work restructuring refers to the changes organizations make in
planning, structuring, managing, and executing work in order to
improve quality, productivity, cycle time, customer satisfaction,
and employee satisfaction.
Work restructuring is the collective set of decisions and
processes by which continuous improvements and breakthrough
opportunities are accomplished. Leadership creates a collaborative
environment and designs work processes so that employees,
individually and in teams, can efficiently and effectively
anticipate and satisfy customer needs.
Best practice indicators and descriptors of work restructuring:
1. The organization articulates a vision and long-term, strategic
direction, based on understanding current and potential markets,
competitors, and customer needs.
1.1 Environmental scanning, competitor analysis, market positioning
studies, and customer feedback are used to articulate a vision
and set a long-term strategic direction.
1.2 Investments in research and product development are made to
maintain or increase competitive advantage.
1.3 New business opportunities are aggressively sought to increase
market share.
2. Leadership is a shared responsibility, focused on achieving the
organization's vision and mission.
2.1 Senior managers demonstrate, through overt and sustained
actions, their commitment to the organization's purpose and the
value they place on their employees.
2.2 Employees are engaged collaboratively in contributing to the
organization's vision, mission, and goals.
2.3 All employees can relate their jobs to the company's purpose and
goals.
2.4 Ultimately, leadership is assumed by every employee in enhancing
the survival, success, and quality of worklife of the company.
3. Work is designed, managed, and realigned into work processes to
achieve organizational goals that are customer-focused.
3.1 The basic unit of work shifts from performing discrete tasks to
managing processes or sub-processes.
3.2 Time and resources initially devoted to inspecting for errors
are spent in preventing their occurrence.
3.3 Human resource management processes that are consistent with the
organization's goals govern hiring, compensation, promotion,
incentive, and recognition practices.
3.4 An organizational assessment (e.g., the Baldrige Award criteria)
is used to align work processes and to make improvements in an
ongoing, systemic fashion.
3.5 The organization develops long-term relationships with suppliers
in order to achieve organizational goals that are customer
focused and enhance work.
4. Information is generated, shared, and communicated routinely
(horizontally and vertically) throughout the entire organization
as a means to maximize organizational effectiveness.
4.1 Customer input and customer-related data are used continuously
to make key business decisions.
4.2 Performance data are shared openly and routinely throughout the
organization and information is maintained in ways that
encourage and facilitate employee access.
4.3 Employees respect the confidentiality of such data and use the
information to make key decisions affecting their work.
4.4 Effective internal and external communications systems and
processes connect employees to their suppliers and customers.
4.5 Management information systems and other forms of technology are
used to support all employees in performing their jobs
successfully.
5. Training and other learning opportunities, consistent with
changes in work, are provided to all employees so they can
succeed in assuming new responsibilities.
5.1 Employees at all levels learn to work collaboratively in
internal and cross-functional teams, facilitate and participate
in effective meetings, and use quality processes and decision
making tools that enhance organizational performance.
5.2 Managers learn to act as coaches and facilitators for the
employees in their own work units; they also learn ways to
enhance collaborative decision-making across units.
5.3 Technology is used in ways that enhance employee skills and
performance.
5.4 Learning opportunities are designed to minimize disruption;
build on existing employee knowledge, skills, and insights; and
timed to enhance successful application.
6. Employees have the backing of organizational policies and
practices to take action, including risks, that meet and exceed
customer needs.
6.1 Individuals at all organizational levels are encouraged to act
in meeting customer needs.
6.2 Teams are used frequently to address organizational priorities
and empowered to act on their recommendations.
6.3 Feedback from employee and team evaluations are used
consistently to make key decisions and improve performance.
6.4 Incentives, including promotions and rewards, are aligned with
organizational goals and internal and external customer
requirements.
6.5 Accountability measures are developed and implemented in ways
that enable employees to meet organizational goals and satisfy
their customers.
7. Results and best practices are assessed continuously to improve
work processes and organizational effectiveness.
7.1 The organization routinely collects, analyzes, and uses customer
and performance data to determine progress and success.
7.2 The organization keeps track of key performance measures over
time so that it can assess its long-term performance.
7.3 The organization benchmarks key work processes against industry
leaders as well as high performing organizations from other
industries and sectors to identify improvement opportunities.
7.4 The organization sets stretch goals as a way to escalate
improvement in its own performance.
7.4 Ultimately, the quest to improve continuously in its ability to
satisfy internal and external customers becomes the
organization's way of doing business.
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