How productive is your team? If you feel like you’re caught in a rut, it might be time to shake things up. But let’s face it. The idea of reorganizing your office and operations can feel daunting, so you’d rather continue where you’re at than face office growing pains.
Before you get too comfortable with a routine that’s not working, go through these four steps to diagnose where you’re at and how you can best improve with minimal strain on your internal dynamics.
Get Your Benchmarks
Before you undergo any kind of reorganization, you need to understand where you are currently. This involves doing a deep analysis of your current operations. Here are a few areas to address while doing your operational audit:
- What tasks do you and your team perform on a day-to-day basis?
- Who are the key players in each task?
- How much time on average is spent on each task monthly?
- Which tasks have been taken over by technology?
- Which tasks could be taken over by an updated form of technology but haven’t yet?
- Are there any areas where you are consistently inefficient, leading to backlogs or costly delays?
By going through your daily routine and identifying the people in charge of each task, you will start to see patterns emerge. You will also probably notice areas of inefficiency that can be improved with a simple adjustment.
While planning your office reorganization, focus on the areas of inefficiency in your business. Then, go through the next three steps to successfully allocate appropriate responsibility to your team.
Delegate Tedious Tasks
Too often, leadership’s time and attention gets sucked up by tedious tasks. Small jobs could be done by the employees, or even by the right piece of software. Highlight the items on your leader’s to-do lists that can be delegated elsewhere.
For example, if your management team spends an extraordinary amount of time planning and adjusting the schedule each month, you might benefit by delegating that task. Have employees take turns planning the schedule, and then give employees the authority and opportunity to make any adjustments without having to consult with leadership for every simple change.
Give Your Team Accountability
Delegating tasks can be a slippery slope. Unless employees feel invested in the outcome, they’ll have a hard time understanding why more work is getting dumped on their plate.
To overcome this objection, give your team accountability. Using the scheduling example, offer a reward to the person who managed the schedule and didn’t have a single understaffed shift for the month. This type of ownership motivates teams to perform better.
Decide When to Practice Agility (and When to Stand Firm)
Ideas tend to sound great on paper, but until they’re put into action, it’s hard to know how well they’ll work. As you roll out your new reorganization plan, make sure you keep a close eye on your productivity. After a month, revisit your benchmarks and reevaluate your office. Did your improvements help? Are you still going through growing pains?
Before you implement your plan, decide on when you’ll opt for agility and revert back to your old ways, when you’ll make further adjustments, and when you’ll stand firm with your plan. Some changes are non-negotiables. Others can take various iterations to get right. Know what you’re able to commit to before making any changes to have the best long-term result.
Ready to Reorganize?
Reorganization is change, and change is uncomfortable. Still, change can also yield better productivity and more profits for your office. By taking your benchmarks and rolling out changes slowly, you’ll have the best result.
Author Profile Jon Forknell is the Vice President and General Manager of Atlas Business Solutions, Inc., a software marketing company specializing in employee scheduling software, including ScheduleBase employee scheduling software, and other business software solutions. In the past, Jon has been recognized by the U.S. Small Business Administration as a SBA Young Entrepreneur of the Year. Atlas Business Solutions was named as one of Software Magazine’s Top 500 Software Companies in 2004 through 2007 and again in 2010, 2013 and 2014.