Operational Excellence Deployment - Cardinal Sin #4 – Staff the Program based on Availability!

In the quest to deploy operational excellence programs, many organizations fall into the trap of selecting team members based on availability rather than skills. On the surface, it may seem efficient to assign individuals who are readily available, regardless of their expertise or experience. However, this approach often leads to significant issues such as poor execution, loss of credibility, failure to attract top talent, and lack of long-term support from leadership. Operational excellence programs require a skilled, motivated team to thrive, and staffing such initiatives based on availability rather than competence is a cardinal sin that can undermine the entire effort.

In this article, we’ll examine why staffing a program based on availability is a critical error, the consequences that arise from this mistake, and how organizations can ensure they are selecting the right people to lead their operational excellence initiatives.

1. The Temptation to Staff for Convenience

At the beginning of an operational excellence initiative, leadership may face the challenge of determining who will be part of the team responsible for driving the program forward. In many cases, companies will look for individuals who are available or underutilized rather than focusing on finding those with the right skills, experience, and mindset for the job.

There are several reasons why this might happen:

• Immediate Need for Action: Companies often feel pressured to move quickly with operational excellence initiatives, and selecting people based on availability can seem like a faster solution than waiting for the right talent to become available.
• Workload Distribution: In some cases, leadership may assign individuals to the operational excellence team simply because they don’t have enough work in their current roles, thus making it “convenient” for them to take on new responsibilities.
• Political Considerations: Sometimes, organizations assign individuals to these teams for reasons related to office politics—either to appease certain managers or to give underperforming employees another chance.

While these reasons may seem justifiable in the short term, they often lead to long-term problems that can derail the entire program.

2. The Consequences of Staffing Based on Availability

Staffing an operational excellence program based on availability rather than skills can have a range of negative consequences, many of which can significantly impact the success of the initiative. Here are some of the most common and detrimental outcomes:

a. Poor Execution and Results

The most immediate and obvious consequence of staffing based on availability is poor execution. Operational excellence programs require team members who have the skills and expertise necessary to drive change, identify inefficiencies, and implement process improvements. When individuals lack the required competencies, the program is unlikely to deliver meaningful results. Tasks may be completed poorly or inefficiently, and the team may struggle to make progress toward the program’s objectives.

b. Loss of Credibility

When an operational excellence program fails to produce results, it damages the credibility of both the program and the leadership that supports it. Other employees, particularly those who might have been sceptical about the initiative from the start, will see the lack of success as confirmation that the program was flawed from the beginning. This loss of credibility makes it more difficult to secure buy-in from employees and stakeholders for future improvement initiatives, and it can also erode trust in leadership.

c. Failure to Attract and Retain Talent

Top talent is drawn to challenging, impactful work. If your operational excellence program is staffed with individuals who lack the necessary skills or motivation, it will be much harder to attract talented, high-performing employees to the program. Talented employees are more likely to disengage from a program that they see as disorganized or poorly led. Worse, the overall reputation of the program may become tarnished, making it harder to attract strong candidates in the future.

d. Lack of Support from Leadership

Operational excellence programs require ongoing support from leadership to be successful. However, when results fall short due to poor staffing decisions, it becomes increasingly difficult to maintain that support. Senior leaders may lose confidence in the program’s ability to deliver results and could deprioritize it in favour of other initiatives. Without strong backing from the top, the program is unlikely to receive the resources, attention, and time needed to succeed in the long run.

e. Erosion of Continuous Improvement Culture

At its core, operational excellence is about fostering a culture of continuous improvement. But when a program is staffed with people who aren’t suited to lead that change, the entire effort becomes ineffective. This not only weakens the specific initiative but also undermines the broader cultural shift toward continuous improvement that the organization is trying to cultivate.

3. The Importance of Staffing for Skills and Expertise

To avoid these pitfalls, it’s essential to staff operational excellence programs with individuals who possess the right skills, expertise, and mindset. Here’s why skills-based staffing is critical for success:

• Expertise in Improvement Methodologies: Operational excellence requires a deep understanding of various improvement methodologies such as Lean, Six Sigma, or Kaizen. Individuals leading these initiatives should have expertise in these areas, enabling them to identify inefficiencies, drive process improvements, and apply the right tools and techniques to the situation.
• Change Leadership: Implementing operational excellence initiatives involves significant change management, as employees must adapt to new ways of working. Team members must be skilled at leading change, communicating effectively with stakeholders, and overcoming resistance to new ideas and practices.
• Analytical and Problem-Solving Skills: Operational excellence is driven by data and analysis. The team should include individuals who are capable of analysing complex data, identifying patterns and trends, and using insights to develop solutions. Without these skills, the team may struggle to pinpoint the root causes of inefficiencies.
• Cross-Functional Collaboration: The success of an operational excellence program depends on collaboration across different departments and functions. Individuals with strong interpersonal and communication skills, as well as the ability to work well with others, are critical to fostering collaboration and breaking down silos.

4. How to Avoid Staffing Based on Availability

Avoiding the temptation to staff based on availability requires a strategic approach to talent selection. Here are some key steps to ensure the right people are chosen for your operational excellence program:

a. Define the Skills and Competencies Needed

Start by defining the skills and competencies that are essential for success in your operational excellence program. These may include technical skills in process improvement, leadership capabilities, data analysis, and collaboration. Once these criteria are clear, you can focus on identifying individuals who meet these qualifications, rather than defaulting to those who are simply available.

b. Prioritize Development and Training

If your organization lacks employees with the necessary skills for operational excellence, prioritize training and development to build these competencies. By investing in your team’s development, you’ll create a pool of capable individuals who are ready to lead improvement initiatives. This proactive approach helps ensure that when you need to staff a program, you have the right talent available.

c. Involve Leadership in Selection

Engage senior leadership in the process of selecting team members for your operational excellence program. Leaders should have a clear understanding of the skills required and the strategic importance of the initiative. This involvement helps ensure that the right individuals are chosen and that leadership remains committed to supporting the program.

d. Evaluate Candidates Based on Past Performance

Look for candidates who have demonstrated a track record of success in leading change, solving problems, and driving improvements. Past performance is often the best indicator of future success, and selecting individuals who have proven their ability to deliver results will increase the likelihood of success for your operational excellence program.

5. Conclusion: Success Starts with the Right Team

Staffing your operational excellence program based on availability rather than skills is a critical mistake that can undermine even the best-intentioned initiatives. Poor execution, loss of credibility, and disengagement from leadership and employees are just some of the negative consequences that can arise from this approach.

To avoid these pitfalls, it’s essential to take a skills-based approach to staffing. By selecting individuals with the right expertise, leadership capabilities, and problem-solving skills, you’ll set your operational excellence program up for long-term success. Remember, operational excellence is a team effort, and success starts with the right people in place to lead the charge.

By prioritizing competence over convenience, you can build a team that is capable of driving sustainable, meaningful improvements across your organization