“Increasing participatory management, is sensitive to conditions and lies within the parameters that establish your action.”Dr. Phil Bartle
It’s not hard to document best practices at work.
Members of your workforce have a specific way in which they get things done. Over time, they have perfected their work methodology and know what the most efficient ways are to get the best results. These become their best practices.
They are the experts at their own jobs. Having them put in writing how they do things preserves their efficient and effective work ways for others to use in similar situations. The documented best practices become a valuable asset for the organization as a training tool and recorded operational system. Systems add intrinsic value to the company’s worth.
Two words to the wise when it comes to best practices.
1. If you are asking your workers to write what they do, have someone unfamiliar with their job process try and follow the written directions. Many times individuals find their work procedures second nature, and steps will be omitted in the written document. Because the worker is so familiar with the job process, they don’t even realize that some of the details may not be common knowledge to others. So beware of missing steps.
2. The second aspect of documenting best practices, is to realize that even best practices need to be modified over time. Things change. Again, having an outside perspective on how a job gets accomplished can keep the best practices fresh and relevant.
Documenting best practices is a way to call attention to jobs well done and to identify the expertise that exists within the organization. Showing respect for workers’ competencies goes a long way in building morale and helps an organization move positively towards future success.
Three Types of Business Processes by Ron Carrol
Effective systems and processes are the essential building blocks of your company. There are three general types to consider:
1 Management processes include planning, organizing, controlling, and leading—the activities for governing your business (e.g., developing strategy, management meetings, and board of directors or advisors).
2 Operational Processes constitute your core business functions and create the primary value stream for customers (e.g., lead generation, sales, purchasing, production, order-fulfillment, shipping, and customer service).
3. Supporting processes uphold and sustain the core processes (e.g., accounting, hiring, information systems, safety and custodial)