Many companies use business best practices benchmarks to analyze and align operations, yet most companies do not benchmark the leaders who are charged with achieving the results.

Companies use benchmarks to analyze and align operations within their company or with other companies in their business sector.  The best practices benchmarks are usually focused on operational expenses and performance.  Leaders in these companies have a direct impact on the best practices measured, yet most companies do not benchmark the leaders who are charged with achieving the results.

What impacts a leader’s best practices performance?

Business Acumen

• Aligns with strategy
• Enables better decision making

Competencies

• Leverages/exploits existing/emerging technologies
• Ensures acceptable levels of control and risk management
• Optimizes the skills and capabilities of the organization

Motivators

• Reduces costs
• Improves productivity

Behavioral Science

• Promotes timely execution
• Communicates effectively with all levels of the organization
• Promotes collaboration across the extended organization

What if  your company had a tool to accurately benchmark your leaders’ best practices capabilities and designed targeted development for those leaders?

X-Stress Enterprises has that tool.  Please contact us at rick@x-stress.com for more information on this cutting edge process.

Gap analysis generally refers to the activity of studying the differences between standards and the delivery of those standards. For example, it would be useful for a firm to document differences between customer expectation and actual customer experiences in the delivery of medical care. The differences could be used to explain satisfaction and to document areas in need of improvement.

However, in the process of identifying the gap, a before-and-after analysis must occur. This can take several forms. For example, in lean management leaders perform a Value Stream Map of the current process. They then create a Value Stream Map of the desired state. The differences between the two define the “gap.” Once the gap is defined, a game plan can be developed that will move the organization from its current state toward its desired future state.

PRODUCT APPLICATIONS

It should be noted that gap analysis is applicable to any aspect of industry where performance improvements are desired. For example, the product quality gap could be measured by (and is defined as) the difference between the quality level of products expected by customers and the actual quality level. The measurement of the product quality gap is attained in the same manner as above. However, while service delivery can be changed through employee training, changes in product design are not as easily implemented and are more time consuming. Many product innovation experts are discussing new methods of gathering requirements for product design.

Gap analysis can be used to address internal gaps. For example, it is also applicable to human resource management. There may be a gap between what employees expect of their employer and what they actually experience. The larger the gap is, the greater the job dissatisfaction. In turn, job dissatisfaction can decrease productivity and have a negative effect on a company’s culture.

Ford Motor Co., for example, utilized gap analysis while developing an employee benefit program. While management may believe it has a handle on employee perceptions, this is not always true. With this in mind, Ford’s management set out to understand employee desires regarding flexible benefits. Their cross-functional team approach utilized focus groups, paper and pencil tests, and story boards to understand employee wants and needs. Their team, consisting of finance, human resources, line managers, benefits staff, and consultants, identified gaps in benefit understanding, coverage, and communications. As a result of gap analysis, Ford implemented a communications program that gained employee acceptance.

BIBLIOGRAPHY

“Gap Analysis.” Encyclopedia of Management. 2009. Encyclopedia.com. (May 19, 2016).http://www.encyclopedia.com/doc/1G2-3273100117.html

Why is succession management important?

A succession plan is a key component of the strategic planning process .  In today’s business environment, the uncertainty of leadership transition can place stress on a company’s performance and bottom line.  Having a plan in place is an important factor in operational sustainability.  The challenge is to have a plan adaptable to the dynamic nature of the succession process and the shifting demands on the leadership team.

Is the process working?

If a company has to recruit outside the company at the time a position opens, the succession planning process is not working.  There may be a variety of reasons the process does not work.

• Stakeholders have not agreed on the criteria for success in the position.
• Capabilities of internal talent have not been identified and compared to the required criteria.
• Development opportunities have not been determined.
• Development programs have not been designed, implemented and measured.

We have the tools and expertise to address these concerns and make the succession planning process dynamic and successful.  Please contact us at rick@x-stress.com for more information.

The key factors are:

• Engage stakeholders to create profiles for the leadership positions.
• Assess the company’s internal talent and create a database.
• Identify potential future candidates for the positions using a Gap Analysis Report.
• Recognize development opportunities.
• Create targeted development plans to narrow the gaps.
• Execute, track and measure progress.

What kind of leader do you need?

There is a variety of criteria for leaders depending on the position and organization.  Beyond the basic leadership skills there may be unique skills that are specific to a position and culture.  A good starting point is to determine what skills and competencies you  need in a leader.

How do you know when you have the right kind of leader for your organization?

Many companies use business best practices benchmarking to analyze and align operations within their company or with other companies in their business sector.   The best practices benchmarks are usually focused on operational expenses and performance.  Leaders in these companies have a direct impact on the best practices measured, yet most companies do not benchmark the leaders who are charged with achieving the results.

What impacts a leader’s best practices performance?

Business Acumen

• Aligns with strategy
• Enables better decision making

Competencies

• Leverage/exploit existing/emerging technologies
• Ensure acceptable levels of control and risk management
• Optimize the skills and capabilities of the organization

Motivators

• Reduces costs
• Improves productivity

Behavioral Science

• Promotes timely execution
• Communicates effectively with all levels of the organization
• Promotes collaboration across the extended organization

What if  a your company had a tool to accurately benchmark their operations’ leaders best practices capabilities and designed targeted development for those leaders?

X-Stress Enterprises has that tool.  Please contact us at rick@x-stress.com for more information on this cutting edge tool.