Increasing the speed of both people management and process management to enable enterprise agility.
The purpose of OPERATIONAL DEXTERITY is to find and evaluate improved or new workforce IMPLEMENTATION TACTICS and technologies, and then use the best ones throughout the organization.
OPERATIONAL DEXTERITY is the process of setting up ways to suggest ways to improve how the workforce works, figuring out where new IMPLEMENTATION TACTICS are needed, surveying and evaluating new IMPLEMENTATION TACTICS and technologies, trying out new IMPLEMENTATION TACTICS and technologies to see which ones work best, and putting the best ones into use across the organization.
Innovative workforce IMPLEMENTATION TACTICS and technologies include new ways to recruit, new ways to choose candidates, new ways to manage performance, new ways to communicate, creative TALENT RETENTION plans, using new media and methods to learn new skills and knowledge, offering different career paths, and finding new ways to organize and give the workforce more power.
Strategic workforce plans include making an effort to use new IMPLEMENTATION TACTICS for the workforce. The group in charge of coordinating OPERATIONAL DEXTERITY keeps track of how well the organization's workforce activities are working right now. A process for suggesting ways to make the work of the workforce better is made and shared with the workforce. Recommendations to use new or better IMPLEMENTATION TACTICS for the workforce can come from suggestions from the workforce or from looking at the best IMPLEMENTATION TACTICS used by other companies. The coordinating group looks at both internal and external changes in workforce IMPLEMENTATION TACTICS and technology all the time to figure out which new ideas have the most potential to improve the organization's skills and performance. The most promising new ideas can be tried out, and if they work, the whole organization will use them. The effectiveness of these improved IMPLEMENTATION TACTICS is measured quantitatively, and the results are shared with the workforce. 4.3.1.
Integration Conditions.
4.3.1.1. Sustainability Factors.
SUSTAINABILITY FACTOR 1: The organization sets up and keeps a written policy for doing OPERATIONAL DEXTERITY activities.
This policy tells the organization what it should do to find improvements in workforce IMPLEMENTATION TACTICS and technological innovations that make the organization's workforce and process performance better in a way that can be measured.
The policy usually talks about the following:
The workforce is always getting better and coming up with new ideas.
helps the organization reach its business goals and live up to its stated values; and
Follows all applicable laws, rules, and organization policies.
IMPLEMENTATION TACTICS and technologies, and then use the best ones throughout the organization. Description.
OPERATIONAL DEXTERITY is the process of setting up ways to suggest ways to improve how the workforce works, figuring out where new IMPLEMENTATION TACTICS are needed, surveying and evaluating new IMPLEMENTATION TACTICS and technologies, trying out new IMPLEMENTATION TACTICS and technologies to see which ones work best, and putting the best ones into use across the organization.
Innovative workforce IMPLEMENTATION TACTICS and technologies include new ways to recruit, new ways to choose candidates, new ways to manage performance, new ways to communicate, creative TALENT RETENTION plans, using new media and methods to learn new skills and knowledge, offering different career paths, and finding new ways to organize and give the workforce more power.
Strategic workforce plans include making an effort to use new IMPLEMENTATION TACTICS for the workforce. The group in charge of coordinating OPERATIONAL DEXTERITY keeps track of how well the organization's workforce activities are working right now. A process for suggesting ways to make the work of the workforce better is made and shared with the workforce. Recommendations to use new or better IMPLEMENTATION TACTICS for the workforce can come from suggestions from the workforce or from looking at the best IMPLEMENTATION TACTICS used by other companies. The coordinating group looks at both internal and external changes in workforce IMPLEMENTATION TACTICS and technology all the time to figure out which new ideas have the most potential to improve the organization's skills and performance. The most promising new ideas can be tried out, and if they work, the whole organization will use them. The effectiveness of these improved IMPLEMENTATION TACTICS is measured quantitatively, and the results are shared with the workforce. 4.3.1. Integration Conditions.
4.3.1.1. Sustainability Factors.
SUSTAINABILITY FACTOR 1: The organization sets up and keeps a written policy for doing OPERATIONAL DEXTERITY activities.
This policy tells the organization what it should do to find improvements in workforce IMPLEMENTATION TACTICS and technological innovations that make the organization's workforce and process performance better in a way that can be measured.
The policy usually talks about the following: