Episode 5 : People Planning

There are four key aspects of people planning for your business that I explore below. Read on to gain insight into what you need on the people-side of your business as you grow.

People Planning: Roles

People Planning: Roles

by Patty Lawrence | TurboCharge Your Business

Companies are people driven. You need great people inside and outside of your company: employees, contractors, clients, community. It’s important to manage the relationships, which are the fabric that knits all of us together.

As business owners, we want to be happy and we want our people to be happy. Happy, engaged people are way more productive in the business. That applies outside the business, too! You want community, clients, and stakeholders to be engaged, too, because that means we have alignment which equals velocity.

All of those different pieces of the puzzle are critical to the success of our companies. We need to ask ourselves as it relates to people day-in and day-out, would you “rehire” those people into your company or would you rehire that client? These are important questions that we need to be asking ourselves. If we say no, we need to determine why. Why wouldn’t we ask that client to come back? Why wouldn’t we rehire that team member? Why wouldn’t we engage again with a vendor or another stakeholder?

Let’s reference “Scaling Up” again from the last episode, and pull in some of the concepts from the people section. When we look at roles, we’ll examine dynamics, functions, and processes.

The first role we’ll look at in our company is leaders. Our leaders are required over time to grow and evolve in their skillset and maturity. As the business grows, we need to grow, too. There are three key leadership roles:

  • Accountability. Accountability is really the one person who is tracking and in charge of progress. There can only be one accountable.
  • Responsibility. Responsibility is anyone who has the ability to respond in support of something. You can have more than one person responsible.
  • Authority. Authority means final decision making power. You don’t want to be accountable without authority.

With the chart below, you can take inventory of all the functions in your company. Go through, list all of those, and then attach names to those functions. Then, attach KPIs or measurements you are going to hold each function accountable for. How do you measure performance? Then, list the results and outcomes.

Once you have all those items completed, scan the list. Is there more than one person in a seat?  Or are there empty seats? Would you enthusiastically “rehire” each one of those people? This is one quick tool you can use to evaluate your company’s functions and the people in them.

The second idea we’ll explore is team. You need a great team of people to provide the level of output, service, and production you require. Hiring the wrong people is a waste of time, energy, and money, so it’s important to get that right. You hire for cultural fit, will, values, results, and skills, in that order.

The third idea we’ll explore is coaches (managers). Their job is to retain, grow, and educate our team. This will keep your team happy and engaged, and you want to make sure you’re listening to these people!

My recommendations from Verne Harnish’s “Scaling Up” in regards to team are:

  • Hire fewer people, but pay them more.
  • Give them recognition and show appreciation.
  • Set clear expectations and give the team a clear line of sight (how do they impact the KPIs and measurements that are important to you?).
  • Don’t demotivate. De-hassle the function and make it easier for them to do their jobs.
  • Help people play to their strengths. This is essential to helping people play at their highest level, which will take your company to its highest level.

People Planning: Succession Planning

People Planning: Succession Planning

by Patty Lawrence | TurboCharge Your Business

Succession planning is the process of identifying critical positions within your organization and developing action plans for individuals to fill those positions.

That entails:

  • Putting job descriptions together for every role.
  • Documenting what specific roles feed into and are accountable for certain processes and workflows in your organization.
  • Looking at your processes and making sure you have enough support for those workflows as designed to support the delivery of your goods and/or services to your clients and customers.

Seeing all of this laid out visually, on a whiteboard or something similar, will give you the ability to see what might be missing and understand what’s actually going on.

Growth-Related People Planning

Growth-Related People Planning

by Patty Lawrence | TurboCharge Your Business

As you grow, you’re going to need more help. You’ll need more people and more of the right people in the right seats.

The right seats are the roles. What roles do you need as you continue to grow?

And for people, how do you get those people? Where do you get those people? What do those people look like? How do we staff and continue to successfully staff our organizations so that we can continue to serve our customers and clients at the highest level?

Here are a few tips:

  • It begins inside of the company. It’s really building an attractive place to work that people want to come work for.
  • Always be hiring. If you’re in fast growth mode, you should always have your fishing pole in the pond.
  • Evaluate: what are we going to need next?
  • Have job descriptions written down.
As you go ahead with growth-related hiring, after you’ve figured out the roles you need, the market value for those roles, and the job descriptions for the roles, you’re going to need to do an interview process. Do you need peer group interviews? Do you want them to meet the team? Do you want them to do interviews with multiple people in leadership? What’s important to the people already on your team? What does your culture dictate?

Think about the things that will attract people to the company, in terms of hard benefits, soft benefits, and compensation. Think about the recruiting tools you’ll use (like recruiters and job sites). How do you get the word out most effectively? These are all important things to take into consideration as you grow your company and face this growth-related people planning aspect.

People Planning: Accountability & Metrics

Accountability & Metrics

by Patty Lawrence | TurboCharge Your Business

Accountability is the person owning a particular metric. They’re accountable for it. The opposite of that is if you have two people who are accountable, then you have nobody who’s accountable. So there’s only ONE person who’s accountable, and there are metrics that go with it. That’s what we measure against.

In the scope of people planning, we need to have job descriptions. That’s really where accountabilities and metrics are laid out. It obviously depends on the role and function, but metrics come down to answering the question: are we achieving success in this role as a team member in the company?

The answers can be qualitative and quantitative. What systems do we have in place to measure what we want to track and turn them into stats? Make sure these metrics are communicated and that they have the skills and qualifications needed to meet them (or that you’re training them to meet them). You’ll also need a feedback mechanism to give feedback to her person in the role so they can learn, grow, develop, and take on more responsibility for your clients, customers, and community.

People generally want to grow and make a positive impact in your company. Your job is to help them do that through offering the feedback, communication, and training they need. Accountabilities and metrics help keep people engaged and motivated – that’s the secret. Once you have that for each role in your company, that will be the difference-maker for you that allows you to uplevel your company and make it a huge success.

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