Policy Management

Solving Complexity. Delivering Simplicity.

Blueprints for Success: Building Business Processes on the Foundation of Policy (3/4/24)

The Dance of Policy and Procedure Documentation (2/22/24)

Blueprints for Success: Building Business Processes on the Foundation of Policy (3/4/24)

Imagine policies as the architects of organizational success, sketching the blueprints that lay the groundwork for efficient business processes. This article will embark on a journey through the construction site of corporate strategy, exploring how policies play a pivotal role in shaping the infrastructure that supports the day-to-day operations of a thriving business. Get ready to don your hard hat and explore the fascinating world where policies and processes collide to build the skyscrapers of success. Let’s build a business process based on a real-world example of a corporate policy related to hiring of relatives.

Description: JaneDoeInc defines a relative as any person who is related to the employee by blood, adoption, marriage, or whose relationship with the employee is similar to that of a relative. Relatives of employees will be considered for employment on a non-preferential basis. Regardless of the pre-existing relationship, employees are expected to adhere to JaneDoeInc standards of professionalism. Although JaneDoeInc does not prohibit employing relatives of current employees, such situations will be monitored when the employees are in the same area. In case of an actual or potential problem, JaneDoeInc reserves the right to act consistently with all policies governing performance. This may include counseling, re-assigning or, if necessary, termination of employment for one or both of the people involved.

Employee Responsibility: Employees are prohibited from directly supervising their relatives unless specifically approved by the President/CEO.

If we start constructing a process around this, we first have to have a foundation. We know from the policy what a relative is defined as, so we should ensure that we include this definition as the basis for processing of employees. It appears this policy is specifically related to new hires, so we need to dig into the new hire process and ensure this alcove is built into that foundation. However, it also relates to existing employees inasmuch as employees may not directly supervise their relatives without permission.

Using the new hire process as a foundation and this policy as the blueprint, we need to build out the relatives lounge. The question becomes, how big does it need to be? From the looks of it, we can hire relatives, but we need to know about the relationship during the new hire process and we need to somehow monitor each employees’ “standards of professionalism” as they relate to their relationship. We also need to make sure we capture instances where employees are supervising others to make sure approvals are in place where direct supervision is taking place. It sounds like we have some building to do.

The new hire process is complex enough, so it may be sufficient to simply have any prospect (during the recruitment process) disclose that they have a family member working with the company or that they were referred. Now we have started to build this relatives lounge and we discover it has hallways into both recruitment and onboarding. It also relates to review cycles because we have to monitor the relationship of direct hires - another hallway. Add to that the need for a completely separate process for approval of relatives as direct hires and we have to build a staircase to another floor altogether!

Now that we've outlined the framework of our corporate policy, let's explore the construction process in more detail. In the Hiring of Relatives policy, the definition of a relative serves as the cornerstone, dictating the parameters within which the entire hiring process must operate. This foundation ensures that the recruitment and onboarding processes have a dedicated space – the relatives lounge – where the relationships between employees are disclosed and monitored. As we ascend the building, the need for a separate approval process becomes evident, leading us to construct a staircase that connects to a higher floor of decision-making. This intricate design mirrors the complexity of real-world relationships within the workplace, emphasizing the importance of a well-structured and interconnected process.

As our construction continues, it's crucial to acknowledge the dynamic nature of corporate policies. They are not static blueprints but living documents that evolve with the organization. Therefore, our building must be flexible, with the ability to adapt to changes in policies and procedures seamlessly. Just as a skyscraper can withstand external forces like wind and earthquakes, our process must be resilient to external pressures, regulatory changes, and shifts in organizational dynamics. Integrating a policy management tool like Zavanta ensures that the entire structure remains agile, allowing for updates and modifications without compromising its stability.

Just for fun, I tried to have AI sketch out what this building looks like and it failed wonderfully (the image associated with this article). The good news is, you don’t generally have to make it look pretty, you have to make it seem easy enough to use.

Start with the policy - that overarching goal of compliance and the blueprint of what you want to happen. Link that policy to your procedure documents (all of the ones that have relevance or are guided by the policy) that outlines what needs to happen related to the policy. From there, dig in further to the procedures and build out the instructions for how to do a particular step that may be ambiguous. Again, link the work instructions to the procedures so your employees can get to what they need. Don’t forget to link both up and down the hierarchy. Without a stairway between the floors, there is no knowing where you have been or how you got there. Putting critical information in an easy-to-find location from work instruction to policy and from policy down to work instruction makes every employee more efficient and effective when something specific needs to be done.

Returning to our example, we have our Hiring of Relatives Policy that would link to our procedure documents for recruitment, onboarding, reviews, and approvals. From the Approval step in the procedure, we would likely link out to the work instruction for how to complete the approval for a relative being directly supervised by another relative. Perhaps it’s as easy as a link to the Integrify process workflow that lets the user begin that process immediately. However it comes together, the policy must guide the procedure, process, and instructions while the instructions and process must be driven by policy and procedure that is well-defined.

Crafting an effective business process based on corporate policies is like constructing a multi-story building. Starting with a solid foundation, defined by policies such as the Hiring of Relatives, organizations can build interconnected processes and work instructions that lead to efficient operations. The journey involves not only understanding the policies but also translating them into practical steps within the corporate dance. Utilizing tools like Zavanta provides the scaffolding needed to support this structure, ensuring it remains resilient and adaptable to the evolving needs of the organization. As you embark on your journey through the blueprints of corporate governance, remember that a well-designed and well-implemented process is the key to reaching the towering heights of success.

Herbert Insights & Innovations offers services in optimizing your use of the Zavanta policy and procedure management software as well as implementing and improving your business processes using the Integrify workflow management tool. Contact us today to schedule a discussion about how either of these solutions can help take your company to the next level of success.

The Dance of Policy and Procedure Documentation (2/22/24)

Have you ever taken the time to consider the way policy and procedure dance? Yeah, me neither until ChatGPT spit out a writing prompt that went something like this: “In the intricate world of organizational management, policies and procedures waltz together in a choreography that defines the heartbeat of any successful business.” I was skeptical, but it was thought-provoking and I did the work in my head.

Picture policy and procedure dancing across the ballroom floor or shaking their rumps in the club. Every step of a procedure shares influence from the policy that directs it. One step at a time, a pattern emerges that resonates across the people surrounding the dynamic duo. You’ve likely seen it a hundred times in old movies where the star couple is suddenly thrust into the spotlight to perform their choreographed number. Unraveling the mystery behind this dance of documentation can be like shining the spotlight on the featured couple. In fact, taking a synchronized approach to policy and procedure management can lead to a performance worthy of a standing ovation.

When we think about dancing, a few images may come to mind. Perhaps it’s Fred Astaire’s twinkle toes across the ballroom in Holiday Inn. Maybe it’s Carlton from The Fresh Prince of BelAir juking back and forth in rhythm. It could be the Dancing Baby from the mid-90s or your uncle at the wedding, too. The point is, there are so many ways to feel the beat and the same can be true in creating corporate policy.

We’ve all seen the dance steps outlined in a magnificent Employee Handbook containing all the secrets of “the way things should be around here.” But navigating step-by-step through them is daunting at best and impossible at worst. The flow of the documents may not seem quite right and the “how” is missing most of the time. If you take a moment to consider the dance, your policy documents should be your music and your procedures should be your dance steps. Many times, though, employees are listening to a waltz and dancing to heavy metal banging their heads (against a wall).

The answer is consistency. If I mention the Electric Slide, the Tango, the Macarena, the Soulja Boy Crank That, the Chicken Dance, or even the Hokey Pokey, you know there are a set of steps to take. In a policy, if I talk about employee onboarding, what is the first step? Where do I find the answer? If I start off by offering them a laptop and a prayer instead of a cup of coffee and their new hire paperwork, have I already gotten out of sync?

Imagine the chaos that would ensue if dancers on a stage followed different beats or steps simultaneously. Similarly, in the corporate world, misaligned policies and disjointed procedures can lead to a performance that lacks synchronization. Consistency supports policies to procedures, creating a seamless flow in the organizational dance. Whether it's the Electric Slide of onboarding or the Tango of project management, employees should be confident in following the prescribed steps. This consistency not only enhances efficiency but also fosters a sense of unity within the organization, where everyone moves to the same rhythm, creating a cohesive dance that reflects the company's values and objectives.

In a lot of cases, corporate policy can start off on the wrong foot simply by being something it is not. Again, we want the music to guide the flow. Your policy documents should be “a set of ideas or plans that is used as a basis for making decisions, especially in politics, economics, or business.” The decisions made based on policy should flow down into procedure - a way of doing something, especially the usual or correct way.

For dancing, you quickly scour the internet for a video of where to start and get varying takes on the same dance. For a procedure, the steps are many times locked in the brains of your subject matter experts or are similar to your search results for that dance you were looking for - varied. This can’t be the way a business chooses to be better. If we have a policy to guide us, the procedure should be the same across the company even if the execution varies slightly by person. Following the same steps at least adds consistency and cohesiveness to your company.

Crafting corporate policy is like choreographing a dance routine. Similar to a choreographer meticulously arranging each move to create a seamless performance, developing policies requires careful consideration of every step. The Employee Handbook takes on the role of the dance chart, detailing the specific moves and expectations for the corporate dance floor. However, an inexperienced dancer faced with a complex routine can grapple with navigating the nuances of company policies and fail spectacularly. The challenge isn't in the absence of dance, but in the intricacy of deciphering the rhythm and steps. To address this, organizations must offer a clear and accessible roadmap, ensuring that every employee can gracefully waltz through the corporate routine without missing a beat.

Unfortunately, most organizations spend thousands of dollars creating policy and procedure documents - formatted 100 different ways - that no one uses! Managing them is tough, especially at scale. To top it all off, if you are regulated, you have to be able to prove that people read and understand essential policies and procedures. For those of you reading this article that already have Zavanta, you know the power it can provide in consistency and documentation, but you should consider whether you can use it more, dig deeper, or optimize what you have already laid out. Anyone who hasn’t used Zavanta, it may be time to figure out the two-step and learn all about it. Reach out for a discussion or a demo.

-Marty Herbert