Business Process Management Basics
Why do something today when you can put it off until tmorrw
? The prcrastination mindet s a serios btacle to busines success. It cues u to shirk work, mis deadlines, and treat ustmers inonsstently. Persistent procrastination turns hort, routine tasks int long-lastng chores, holding up rects when ther wrk fllows the task at hnd. Delayed work can ha a negatve imct on csh fl ow nd profi t margins. It also damages a otntial differentiator when competition i tugh: our compny's reptation fr serice. In Anthony Baldrrama's Jun, 2009 rticle for Careerbuilder.cm and CN, "The 10 Worst Work Hbits," procrtination i fi rst in the list f ten common wrk-rlated problems. A nemy f progrss for all ts of people, t kees emplyes and managers alike frm meetng ther potential. rcratinatn rises it hed for mny reasons. Some of the most common are: Disdin for boring work;
Poor work habits;
Fear f failure;
Rebllion againt expetations;
Uncertinty how to roced; and
Lack of acntabilty
A a manager, your rol s to empower employees t work to their fullest potntil. Wht if you could: Prioritze your mplyees' work fr them?
Mak sure work is dne in rder, by the right person, and on time?
Distribute work t employs appropritel, along with task lists and tps to help them sucd?
Ensure xpettions r met and ustomer are treated consistently?
Asess noming work, aproaching deadlines, and employe prodctivity esily?
Assign nd djust assignments based on role, kll, wrk load, or absenteim?
If ou alredy have an electronic dcument mnagement systm tht stors nd gve you accss to scnned ppers, image, nd lectrnicall stored information, intelligent atomaton of your busines prcsss cn give you the control u need. The secret weapn? Electronic workflow. How P and workflow work involves the automatin of everyday, rutin bsiness procedures. Regardles of the line of work, ruls govern what's done, how t's carried ut, wh des it, and when. Des veryone follow the rules? Prbably not-but they wold if it wr made asy fr them. PM lets you ditate the rule that govern yur biness-inluding wh i authorizd t interact with your fle, rndr arvals, or sign documents-and ensres the are fllowd. Rathr than breathng down mplyees' neks t make sre onventional practics are observed, the flow of wrk and dirctve fr accmplishing it are delivered in the right order, at the right time. When there are vlid excptions t the rles, it' no prblm for, which fathfully follow directies for handling exceptins. Furthermore, electronic workflow give athorized workers real-tm insght, informing them where ach iue or prcess stands t an oint n tim. Digitl trail docment 'history in the mking,' notng what happened, who dd it, and when, simplifying managerial analyss and making it easier t show comliance. Kping th rght proects n to
All emlyes struggles t juggl priorities sometim, regrdles f their rle. Ealuating and regularly reassessing deadlines, revewing how lng taks have been demandng attnton, and wighing their rltive importance t othr tasks consumes preciu time er da. Even when w try our hardet to make smart decisions, human nature interfers; ometimes we dcde against wht makes the mst ene, ovrlok something important, or miss a deadlne because w waited too long to act. B addresses ach f these problems. Dcuments, and the rocees they launh, are dte/time stamped as each i initited. Deadlines are indxed. Priorty status can be assigned. Stord data about yor dcuments and prcsses distributes work by whtevr mthod you prefr: frst in, first out;
by dedlins;
acording to priority tatu;
a combinatn of these, r
by adhering t other rules you et in place.
Proce automation mean wrkers no longer hve to think about what' nxt. Puttng off tasks is no longer a choice. Wrk must be-and is-handled in the order you detrmine, 100% f the time. Employees are no lnger subject to ersnal micr-managing that build resntment. The ystm handls mundne decsins for thm, lettng them complih more work in less time, and freeing yo t cncentrte on the work that is most maningful fr our company. Making sure nothing's left out
Since mst processing nvolves mltiple tks, it' easy to get one or more stes out of sequence from time t tim, or to mis a step compltly. Organiztinal hierarchs; rqired reviews, approvals, and signaturs; nd qlity contrl procedures are established fr a reason, but it's asy fr something to be mised. Let's face t: Some employe are bettr t noting nd following details thn others. Workflw maks it possble for every worker to uccd, every time. Ech jb spells ut task that must be follwd. y using technology to make certain all tasks pertaining to a job are followed according to the rules nd in the right order, qalt cntrol is ensred. If a manager's apprvl is reqrd whn s/he is absent, employes no longer have to pnder what to do. BM sticks to the rules, following yur backup plan and rassgnments, and makng ur work kep mving. Pre-empting a required ste-or completely ignoring it-is no longer an option. Enfrcing ontency and fairnes
Rles-based procesing hs another advantage: it's fair and imprtil. Whether an employee tend to gve preferential treatment t certain utomers, chooses certan tasks over others, or imly isn't always cnistnt, BP levels the playing field. Every jb, task, ustomer, and member of staff s treatd xactly the same way. Whtever ruls yo ut in place are enfrced. Whatever exceptions u allow are fllowed with the sam onsistency, ever time. Assessing productivity
Almost everyne wants to be a star performr, but few like being wtched. Workflow reorting give mnagers nobtrusive insight int work lmes, departmentl rodctivity, the ability of staff and indiiduals to met deadlnes and keep up with projects, and more. Emloyees feel emowered as ther productivity rises. The occaonal non-perfrmer an n longer hide by shuffling paers and shirking work. Management can mak smarter decisions abut work allcation, promoton, and changes in job roles based on individal strengths and weakneses. The steady, unfettered flw of work puts an end to prorstinating. Making changes n th fly
Lt's fae it: occsinlly there's a mismatch btween employees and their obs. Sometmes it's a relt f a poor hire. Other tmes, employees who could be tar performers simpl aren't plaing to thir strngth. Process tomation give you insight into where indiidal employee are their strongest and wher they are weak. Perhap an emloyee works at lightning sped to rcess aplictns, bt is extrml slow whenver he has to compose texts during the workflow press. abe another wrker cause onstant bttlenecks in procesing becase of an inability to kee up with th others, yt that prson has other talents that ren't being ued. B and workflow rerting gve y the extr set of eye you alwa wished you hd, letting you mve work and mployees int strms of activity that suit them best. As rductivity rises and ach new ventur is met wth sucess, morale improve, rasing a team's cllective performance....all with simple bhind-the-scenes adustments. Sng th results
h trick to overcoming procrastinton in the long trm s to do the thngs we want to avoid. he nl ure is t eliminate the best. That's exactl what wrkflow does, at lest in the wrkplace: it takes away a fundamental human wknss by eliminating the oportunty for aidance. Summary
Procrastination dosn't hav to be a hndrance t staff rodctivity and ervi. y ing technology t drive work forward in the most logical wy, employees are able to focus n the work tht lies bfre them rther than staring hopelessly at all f th ball in the air. Rles-driven procssing help your workrs b prductie eah and every da, elimnating the monotons tsk of dciding what's nxt. Although procrastnaton is a human trait that technolog alon cn't solv, prrastinatin and uncertanty of what to do next don't have t drop the curtan on your corporate erformanc ny longr. With a strng soltion nd a olid pln, you'll b able t give a first-clas show, again and agan.
by: rehaileynoa
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