Before you can reach Operational Excellence, you must first achieve Workforce Excellence.
But what do we mean when we say Workforce Excellence?
Workforce Excellence is where every Employee at every level aims for Excellence in everything that they do.
Imagine a scenario where every employee from the CEO through to the newest employee in the company has a mindset where they consistently look for ways to do things better.
Whether it is in relation to Production, Health & Safety, Employee Engagement or any other important aspect of the business, it is fair to say that every organisation would love to achieve a Utopia like this.
We are what we repeatedly do.
Excellence, then, is not an act, but a habit.
– Will Durant
Common Barriers to Workforce Excellence
It is easy to see why Workforce Excellence is so desired but in reality there are a number of challenges that need to be identified.
Nvolve recognises 4 barriers that are common among businesses in achieving their goals. They are:
According to Gallup there are three employee engagement classifications
- Not Engaged
- Actively Disengaged
Actively disengaged employees are unlikely to contribute towards a culture of excellence.
Lack of Knowledge
Employees need and want the skills to be able to do their job well.
Companies with a frontline or deskless workforce, generally have diverse training needs. However, many of these businesses do not provide enough diversity such as blended learning methods in their training program.
Relying on outdated methods for communication such as the old news board or printed and email-based company news. This won’t cut it, especially with a growing millennial workforce who are digital natives.
Many leaders are unaware that when employees receive a pat on the back, from their peers, nobody higher up in the organisation gets to see it.
What’s in it for your employees?
Why would employees want to be a part of or contribute to a culture of excellence? What’s in it for them?
In short, Employee Engagement holds the answer but that in itself contains many working parts such as trust, values, recognition and so much more.
To dig a little deeper, Frank Devine describes an emotional and values-based approach in his Cathedral/Higher Purpose Model.
© Frank Devine
The story goes that a visitor to a building site looked down into on excavation and asked one bricklayer what he was doing. The bricklayer replied “I’m laying bricks, what do you think I’m doing”.
The visitor then went to a second bricklayer in a separate excavation and asked the same question. The response this time was “I am building a Cathedral”.
Many leaders see the logical significance of the second bricklayer’s response, – that he sees the big picture and where his work fits within it. Unfortunately many leaders miss the emotional aspect of his response, his pride in his work.
That pride and ownership is key to employee engagement.
Nvolve’s Pillars of Workforce Excellence
Nvolve are pioneers of Workforce Excellence.
This has evolved through experience within Learning Management and Continuous Improvement, among some of the world’s largest fontline workforces.
Based on this, Nvolve have developed the Pillars of Workforce Excellence.
You can learn more about Nvolve’s modules that relate to these Pillars of Workforce Excellence in the links below.
Workforce Excellence in Action
Where it starts and where it ends is with the Employee.
The Utopia we talked about earlier can be achieved through Nvolve’s Pillars of Workforce Excellence.
And, the Utopia we desire can be realised in the coaching review.
Aligning your core values to all that you do and ensuring employees know what these values are.
Business and Personal Goals
Recognising employees have an important role to play beyond their day-to-day job and that their personal goals are just as important.
Learning and Skills
Not just from a compliance or job requirement perspective but also that of personal growth.
An important way to encourage employees, especially frontline workers to participate in a culture of Excellence is to ensure their ideas for improvement are acknowledged and followed through.
Having viability of how individual employees are making a contribution on a day-to-day basis within the team.
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