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What inspired this effort?
What inspired this effort?
The CLA Administrative Shared Work Initiative could be thought of as PEAK before PEAK was cool.
Numerous process improvement efforts over past years within particular administrative units have identified the reality of how many processes owned or governed by these units are shared with multiple others to reach completion; either through important conversation and feedback loops, multiple decisions required, or documentation and tracking work required.
With that in mind - and leveraging some of the good work done in individual units - the idea to broaden the effort to a more collaborative analysis and implementation model for process improvement was accepted and approved by CLA leadership.
What are the expected outcomes of this effort?
What are the expected outcomes of this effort?
Shared Knowledge
Shared Knowledge
Similar to any organization that exists for a long time, processes that started with very clear steps and objectives may not change with best practices and roles that are modified over time.
This process is allowing for those involved in the process (or at least a representative) to both understand the current state of a particular process, as well as contribute to any process improvement steps to be taken to make the process more efficient, or more applicable to the current state, or even to eliminate it if it has no value or is unduly duplicative.
Role-based process documentation and understanding
Role-based process documentation and understanding
Another very common issue that arises in organizations of long standing is that process work relies on the special knowledge, skill, and experience of one person. And this works well until that person wants to take a vacation, or requires sick leave, or leaves the position for another opportunity. To approach our work with fairness to all employees, to manage workloads, and to ensure sustainability and continuity, it is important for us as a community to consider the appropriate work of a particular process by role, rather than by the specific knowledge and skillset of a particular individual in that role.
Continuous Process Improvement
Continuous Process Improvement
The phrase "process improvement" has been used numerous times already in the previous content. An important part of any organization's focus is continuous process improvement analysis and implementation. This work at reasonable intervals and consideration for micro and macro improvements yields appropriate efficiencies, addresses workload issues, and ensures processes fit the current state of need. It also highlights valuable and appropriate work process, allowing it to continue without change.
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