purpose and capability<\/strong>.<\/p>\nThe other point of view is to look at reducing the destructive nature of employee turnover. This is where training is key. If the inevitable happens at some point and you have to rehire, you need a succinct process from start to finish, including the hiring itself.<\/p>\n
Time to get those mapping tools out again.\u00a0Sit down with HR and look at your complete ‘hire-to-retire’\u00a0strategy to establish where there may be gaps.<\/p>\n
What does your job advert say about your company and who would be suitable for the role? What metrics do you use to understand which candidates would be better suited to the position? What onboarding is available for new employees? What training occurs in the early days and what guides are available for easy reference?<\/p>\n
One onboarding step we particularly enjoy implementing is tasking someone on their first day to come up with as many improvement points as possible in their new role. The more points the bigger the prize.\u00a0Nothing like throwing someone in at the deep end, but it is a truly great way to test understanding of the systems and processes required in the role. It also allows the recruit to ask questions that will enable them to make the list as long as possible \u2013 thinking outside just which buttons to press and when. Maybe present the month-end process tasks and ask them what improvements they recommend.<\/p>\n
The outcome is either that more explanation is required as to why their improvement suggestions will not work or<\/u><\/strong> you have a great wish list of what improvements to work on next.<\/p>\nVariation is probably the second destroyer of consistency. It is imperative that this is reduced by formalising the inputs into the month-end process. The data you receive from other departments each month should be consistently formatted in an agreed fashion. This even opens up the possibility to explore tools such as Macros for analysing and further formatting the data provided.<\/p>\n
In part two, I will look at the key areas of compliance and confidence and offer tips on how your finance team can eliminate this waste.<\/em><\/p>\n<\/p><\/div>\n\u00a0<\/p>\n
\u00a0<\/p>\n","protected":false},"excerpt":{"rendered":"
In part one of this two-part series, Tessa Hebditch uses lean principles to explore how finance teams can reduce the waste of \u2018waiting\u2019, with a focus on efficiency and consistency.<\/strong><\/p>\n","protected":false},"author":2,"featured_media":5721,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":[],"categories":[24],"tags":[],"_links":{"self":[{"href":"https:\/\/sloane.co.uk\/wp-json\/wp\/v2\/posts\/3737"}],"collection":[{"href":"https:\/\/sloane.co.uk\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/sloane.co.uk\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/sloane.co.uk\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/sloane.co.uk\/wp-json\/wp\/v2\/comments?post=3737"}],"version-history":[{"count":0,"href":"https:\/\/sloane.co.uk\/wp-json\/wp\/v2\/posts\/3737\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/sloane.co.uk\/wp-json\/wp\/v2\/media\/5721"}],"wp:attachment":[{"href":"https:\/\/sloane.co.uk\/wp-json\/wp\/v2\/media?parent=3737"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/sloane.co.uk\/wp-json\/wp\/v2\/categories?post=3737"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/sloane.co.uk\/wp-json\/wp\/v2\/tags?post=3737"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}