Lean Connections

I received an e-mail today, one of a series over the last few months, from one of my contacts on LinkedIn.  It got me to thinking about Chris’ well-planned and targeted approach to finding a new employer. 

It struck me that he was absolutely using the PDCA methodology in his job hunt: Planning for a high-potential career-fit target audience; Doing the work of contacting referral sources that might open some doors for him; Checking, validating what was working and what was not; Adjusting his process based on that feedback – and then doing it all over again. 

Here’s what his cover letter looked like.  Notice the relevant lead-in sentences. Notice his offer of help to me towards the end. And notice the clear and concise target list of companies he’d like to work for. 

Dear Adam,

Hope this update finds you in good health!  Now that the summer is coming to an end, I look forward to the coming fall with some faith that we will all be successful in our ventures.  I am staying busy networking and searching for my next great career opportunity!  Furthermore, I am pursuing a six sigma black belt (quality) certification and Toastmasters recognition.  I wanted to update you on my career search / target companies and ask for any recommendations you may have based upon my skill set.  My best leads and help have come through networking.  For your convenience, my marketing profile as well as target companies are listed below.  My LinkedIn profile is available by clicking on the person hiking above.  As always, please let me know if I can be of assistance to you. 
 

Thank you for your ongoing support.  Please have a fun and safe Labor Day weekend!

Sincerely,

Chris
——————-
Marketing Profile

A Global Operations and Continuous Improvement professional with expertise in varied manufacturing environments.  I am experienced in implementing quality and continuous improvement efforts leading to cost reductions and productivity improvements.  
 Target Companies

·         Cleveland Clinic	·         PolyOne
·         University Hospitals	·         Lubrizol
·         PNC Bank	·         Rockwell Automation
·         United States Postal Service	·         Eaton
·         Bendix	·         Goodrich Aerospace
·         Crane Aerospace	·         Alcoa
·         Ford Motor Company	·         ArcelorMittal
·         Parker Hannifin	·         MTD Products
·         Swagelok	·         Dealer Tire
·         Invacare	·         Aleris
·         Sherman Williams	·         Honeywell

 

This guy gets it!  Chris, good luck in your search. I may have a name or two for you.

Adam Zak

Perhaps you too have seen the recent survey by the Corporate Executive Board (CEB). 

Which way out?

Looks like 25% or so of the executives whom surveyed companies have identified as “high-potential” leaders plan to exit their respective companies within the next 12 months. Oops!  (Not sure how they actually got to this number – would you be telling your CEO of your plans to get-outta-Dodge?)  My guess:  the number is probably much higher.

So, is it too late for intervention? Can these organizations salvage the situation? 

The same survey indicates that an additional 21 percent (so now we’re looking at 45% total) of employees today (yes, your employees!) identify themselves as “highly disengaged,” and this percentage has risen, alarmingly, by about 300% since 2007.  Perhaps these statistics would be different today if more companies were doing some basic things a bit better, and if one of the foundational principles of “Lean Thinking,” respect for people, were at the core of their best people practices.

The CEB goes on to describe some tactics which companies might want to implement to re-engage and more effectively manage high-potential employees (though more progressive organizations might actually want to call them associates or team members):

• Stimulate — Emerging leaders need stimulating work, recognition and the chance to grow. If your company doesn’t provide these, they can quickly disengage.
• Test — Explicitly test candidates for internal promotion for ability, engagement and aspiration to make sure they’re able to handle the tougher roles as their careers progress.
• Manage — Having line managers oversee high-potential employees only limits their access to opportunities and encourages hoarding of talent. Instead, manage these high-potential employees at the corporate level.
• Challenge — High potential employees need to be in positions where new capabilities can — or must — be acquired.
• Recognize — High potential employees will be more engaged if they are recognized through pay, so offer them differentiated compensation and recognition.
• Engage — Incorporate high-potential employees into strategic planning. Share future strategies with them and emphasize their role in making them come to fruition.

Now, for you Lean Thinkers reading about these “new” insights, the CED prescription doesn’t really sound all that revolutionary, does it?  Maybe different words, yet very similar to what Lean Leaders actually do when they engage in “manager standard work.”   My guess is that Lean implementation, done the right way with people and continuous improvement in mind (not just thinking about tools), still has a long way to go in most North American companies.  Especially in those which will find the the CED survey and Harvard Business Review article revealing to them something which they apparently don’t already know.