Your questions on work design

Updated: Aug 25, 2021

Communication failures, expense increases and decreases, tighter turnaround times, and employee alienation are all examples of unplanned occurrences that occur in all organizations. Do you want to understand how to leverage these pain areas to boost employee engagement, as well as inspire improvement and innovation in your company?



Hear from our Business Process Design for Strategic Management adviser as he walks you through a unique improvement method that will challenge the way you think about your business processes – and answers some of the most often asked issues.


What is Dynamic Work Design?


The aim and targets of Dynamic Work Design are combined with the employees' natural knowledge and motivation to create a design.”

It's not about performance management - "How come you didn't hit your target?" If you're having difficulties, it's because of the way you've arranged your work. And Dynamic Work Design can help you tap into your employees' innate need to be a part of something, to contribute, and to do so swiftly and interactively.


How is Dynamic Work Design different from other improvement strategies?


How is Dynamic Work Design different from the Lean, Six Sigma, and Toyota production techniques that many people are already adopting for improvement? The majority of these systems are guided by tools and tool training - 5S, process mapping, high junket charts, and ishikawa charts, to name a few. We take a different approach. We use a principles-based approach, assuming that if you weren't doing some of these things well from the start, you wouldn't be in business. You just have no idea what they're named. So we can approach it from a principles standpoint, acknowledge the wonderful job you're currently doing, point out the pieces you're lacking, and explain why what you're doing now is working from a design standpoint – a work design standpoint, not a tools standpoint. And this enables you to move forward fast, recognizing existing stories and culture in your company, explaining why they work, and continuing on without having to declare, "Everything you did was incorrect." You must learn to communicate in a new language and follow these 15 steps.” You're probably already doing a lot of things well, and we can help you put a framework and structure in place to help you move forward.


What’s the benefit of intelligent work design?


I’ve created lots of good results in my career and in my consulting and teaching career.”

There have been a number of positive financial and performance results. What keeps me going is how it motivates people to perform their best job. It's not about culture; excellent behavior leads to culture. It's not about monetary rewards or incentives. It's all about making the work engaging and making people feel like they're a part of something greater. And we accomplish it not by philosophy, handholding, or training, but by structuring the job in such a way that it organically draws you in to improve things.


What’s the biggest challenge in implementing Dynamic Work Design?


The most difficult thing for executives seeking to implement Dynamic Work Design is to recognize that they must start small. Pick one item, start small, and get it up and running. To convince myself that water boils at 212°C or 100°C, I don't need to boil the Atlantic Ocean. In a thimble, I can do it. And this is all about exploration and learning. The trick is to start small and drive results in a local location where you can see and understand why. It gets harder for people the higher up you go in the organization because of this pressure to perform, but I'm telling you, the door to go through is to start small and drive results in a local location where you can see and understand why. It's now only a matter of scaling it up.


How to engage your employees around organizational challenges?


How can I persuade my workers to care about the organization's problems? And that kind of commitment is difficult to come by. It's difficult to get in traditional companies because you're telling people what to do or they're detached from why you're trying to accomplish it. The aim and targets of Dynamic Work Design are combined with the employees' natural knowledge and motivation to create a design.


Interested in implementing sustainable improvement strategies into your organizational process?


Register for the RG Academy Business Process Design for Strategic Management online short course today.


REGISTER NOW


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