Managers often waste time and energy on simple tasks.

Onboarding new employees is not an easy thing to do. Not only does it take a long time, but it also involves the best members of the team, including the leaders. 

Managers spend a lot of time organizing and monitoring data on the status of the onboarding of new employees, as well as administrative and analytical activities related to managing the skills development of employees. Often, they simply do not have key data in this area, which may make their decisions misguided or the analyses that precede them take a lot of time.

And yet this is a key issue, because it is all about human resources, which is the most valuable asset in an organization. 

Can we do something about it so that we don't waste talent and let their development be the fuel of our organization's growth?

Managers sometimes try to approach it this way:

1. Development of a dedicated method to organise and monitor data on the onboarding status of new employees, e.g:

• Working out a system for the development of employees' competences and pursuing objectives in this area by means of a well-thought-out programme of training / coaching / mentoring, etc.
• Create a method of constantly updating the position on the "path" of each employee and continuously monitoring the development of their competences.

2. Supporting the analysis of key KPIs in this area by using the BI tool.
3. Introduction into the current schedule (as cyclical tasks) the activities related to the organisation and monitoring of data on the status of the induction of new employees as well as administrative and analytical activities related to the management of the upgrading of employees’ skills, e.g:

• Setting specific time frames per week for these activities and sticking to them.

These are just examples of popular – simple, single-pointed – methods, but we can also work in a systemic manner.

How to solve the problem using the system method?

What if an adequately configured system could relieve the manager of the burden of organizing and monitoring data on the status of the induction of new employees, as well as administrative and analytical activities related to the management of employee competence development? 

The manager then has more time for the activities most valuable to the organization related to managing employee skill building: reliable and efficient goal setting, effective monitoring of new skill adoption, and productive monitoring of new employee deployment.

Above mechanism eliminates a manager's time and energy eater which boils down to time spent organizing, monitoring data on the status of the implementation of new employees, as well as administrative, analytical activities related to the management of employee competence development.

But this is only 1 of 14 time and energy eaters of employees and managers that we have identified in the course of our long-term experience in over 500 Business Services, Back Office and Middle Office teams in dozens of countries on 5 continents. The presented system solution eliminates these eaters as well.

‍

If you want to discover:

✅ what is the disruptive nature of the other 13 eaters?

✅ what is their impact on your team and organisation?

✅ how much money can be saved by eliminating them?

✅ how do managers usually try to handle them unsuccessfully and how to do it once and for all using the proven system method?

‍

➡️ get your ebook, titled: Top eaters of time and energy in Business Services & Back/Middle Office. How much money they absorb and how to eliminate them?

➡️ by clicking here: I want to receive the ebook for free