Карта потока создания ценности: как VSM превращает HR из административного центра в драйвер эффективности

In The Workplace By Rey Elbo How do we provide efficient employee services? Is there a specific tool that we can use to identify and reduce, if not eliminate, friction in HR processes? — Silver Bridge. There are many available tools. Top of mind is Value Stream Mapping (VSM), which gives a complete transactional picture of what’s wrong in a current system. While VSM originated in manufacturing, it is universally suited for almost all work processes, including those in HR. Even if HR functions are not bottlenecked by physical tools, equipment, and raw materials found in manufacturing, its processes are still constrained by invisible information flows, cross-department handoffs, and administrative delays that could cause friction. Take, for example, excessive approvals and repeated reviews of documents that create another issue — waiting. Applying VSM to HR includes the time required to complete documents and information needed. Unlike those found in manufacturing, the “inventory” in HR is information, time, and human effort. VSM is the upgraded, detailed version of Flowcharting, which has five icons — the oval (start/end process), rectangle (process), diamond (decision-making), parallelogram (input/output), and arrow (flowline or connector). VSM, however, has 25 to 30 icons as described in Learning to See (1999) by Mike Rother and John Shook. Today, there are software tools like Lucidchart or Visio that make it easy for users. Despite that, I prefer using paper and pencil, which requires face-to-face interaction with people, thereby promoting camaraderie and co-ownership. APPLICATION VSM can adapt seamlessly to HR by viewing employees, job applicants, managers, and other stakeholders as customers. Instead of mapping physical parts and raw materials moving through manufacturing assembly lines, HR maps information and document approvals and the time being spent on them.  That’s where we can see delays, handoff friction, and other wasteful steps taking place. The solution comes with the following procedural steps: First, identify current employee issues. Understand the stakeholders’ perspective. What makes a process irritating to people. Also, you can take a cue by solving a system that leads you to perform regular overtime work, endless document searches, or makes it difficult to deliver acceptable results. Second, define the value stream of a process. Using the VSM icons, draw the end-to-end service process starting from the first step down to the expected outcome. Include also the time required in processing them. For example, illustrate the process of a job requisition or the approval of a new hire to onboarding. Third, distinguish value-adding (VA) from non-value-adding (NVA). VAs are actions that directly promote efficiency and reduce waste. For example, in processing job applications, conduct a paper review of the applicants’ CVs sent via e-mail instead of requiring them to attend a face-to-face interview. Further, if the applicants are qualified, you can conduct an online interview rather than requiring a face-to-face meeting. NVAs represent unnecessary waiting, duplicate online data entry, or excessive interviews. Fourth, measure key operational metrics. This includes the actual time spent working on a certain step, like processing an employee’s application for vacation leave. Also included is the amount of time allowed towards completing a certain step, like the number of days a performance appraisal form sits in a manager’s inbox. Also, you need to measure the number of times needed for receiving a complete and error-free transaction, without requiring follow-up or rework. Fifth, draw the current state map. Visualize the flow from right (customer side) to left (order completion). That’s because the customer is always on the right side of the equation. Draw process boxes, queue or waiting time between steps, and data flow (e-mails, software system or paper form). Sixth, design the future state map. Repeat step no. 5 above. Emphasize the improvements between the current state map and the future state map. Decide between manual and automated workflow. Document and monitor the pilot implementation. Then, adjust accordingly. VALUE CREATOR VSM offers HR a powerful, visual framework for transforming inefficient work processes into streamlined services that serve employees and other stakeholders. By systematically identifying and eliminating delays, redundancies, and repeated handoffs, VSM could shift HR from being sleepy administrative work to a robust management function. That’s where you can change the image of HR from being a cost center to a value creator. In conclusion, VSM is not a merely a process improvement activity for HR. It is a commitment to continuous refinement of its activities capable of delivering efficient, high-quality services. Organizations that use VSM and other related continuous improvement tools will not only cut waste but also build a proactive and responsive people-centered system. Consult Rey Elbo for free. E-mail [email protected] or DM him on Facebook, LinkedIn, X or via https://reyelbo.com. Anonymity is guaranteed, if requested.