What happens when you make a new addition to the team?
- An increase in output / revenue / sales?
- Usually an increase in costs / reduction in available desks / a longer queue in the kitchen / another email address to add to the distro-list…
An increase or decrease in productivity (“efficiency”)?
An increase or decrease in the effectiveness of the network that actually delivers value to your customers?
How long does it take for these intentional changes to happen? What steps have you taken to ensure that the time delay between increased costs and increased output is minimised?
Why am I asking so many questions about addition?
Because I observe decision-making in action where not all the factors have been considered. And some of these factors can materially affect the business case for the extra capability or capacity.
When you add an extra resource to an existing team you usually expect to get more from the team. But what actually happens is;
- The new addition has to learn the job that has been described in the job description and then also what has been missed out or assumed
- They have to work out how to create the outputs using both formal and informal resources and systems
- They have to be formally inducted into the multiplicity of business rules covering health and safety, conduct, security, information assurance, reputation management et al
- They distract their colleagues as they seek help in learning their new role and establishing their place in the formal and informal networks
- Hopefully they stimulate the rest of team with their ‘fresh eyes’ insights and add to the team knowledge by sharing their professional experiences
- The formal and informal governance frameworks have to be updated to ensure that the new addition is empowered and mandated to do their work.
Whilst I have come across some really good ‘on-boarding’ I have seen instances where;
- The lack of a substantial handover has reduced the effectiveness of the new addition for the first 6-12 months in post creating significant loss of business value
- Ambiguity about an addition’s key role in the formal governance framework has reduced their ability to achieve the desired outcomes at pace, increasing cost in the project
- Resources added to programmes have not been adequately briefed on business rules such as information security resulting in significant increase in reputational risk to the business.
I find the ‘HR’ side of on-boarding is well covered but I find less care being given to;
knowledge management and decision framework design.
The Business Decision Design® approach checks that these business risks are identified, assessed and managed.
(My weekly blog goes out each Tuesday, unless it is a Bank Holiday on the Monday in which case it’s the Wednesday, or unless there has been a major addition and then its a Thursday…)
I hope you have an enjoyable day.