The topic of last week’s blog was our collective goal of creating job clarity through improved job descriptions.
I am thrilled to observe now that the Toronto office and warehouse team has made more progress in one week than we had in the entire previous year in creating job clarity.
Having the entire team fill in their job self-assessments and then having meetings in groups to discuss each person’s role has had a tremendous positive effect and has allowed us to move forward in an area that is important for everyone.
Putting these standards in place will bring about two important benefits:
- First, we will have total clarity about our individual roles and responsibilities; and
- Second, we will be able to better ensure that new hires recognize our standards of excellence.
So, I wish to thank everyone for filling out the self-assessment forms so quickly.
Let’s look now at how we can apply this knowledge.
Discussing the warehouse:
As part of this job clarity project, we held a meeting with the warehouse team. The meeting encouraged open dialogue and the results of the conversations helped further refine the warehouse job definitions and also showed us an area where quick support action is needed.
The conversation helped us to define the stages of growth that each warehouse team member undergoes, which has allowed us to create a clear progression path for each employee as well as an improved training process.
The stages we defined are as follows:
- Order Checker
- Receiver/Inventory Counter
- Trainer (Trains new team members)
- Activity Planner (Updates the To do List)
- Co-ordinator (Reallocates team resources on a day-to-day basis)
And a separate area of specialization:
- Compliance product labelling
Resulting opportunities for innovation:
While discussing the job roles in the warehouse, some opportunities for innovation and efficiency were also identified. These included:
- Orders that need to go to the labelling could also be checked at the labelling station
- There should be increased training for the team so we can have more receivers and inventory counters so they can help the existing team members to progress, as well as helping to alleviate the workload of the current receivers.
- Our inventory counts are much less accurate than they need to be. Therefore we must integrate an inventory count with the training of the warehouse team members.
The results of these discussions and findings will be acted upon immediately, starting with a follow-up meeting with the Toronto warehouse team in order to make a plan of action and timeline for these improvements.
We have made tremendous progress in creating job clarity for the Toronto team, and we will continue the process by doing the same for the Vancouver team, as well as our outside sales team and our offsite team members.
Soon we will have total clarity regarding roles and responsibilities, and this will assist in ensuring that new hires recognize our standards of excellence.
Once again, I wish to thank all of our team members for their cooperation last week, and I would like to ask for the team’s continued help, so that by the end of this year we will have job standards in place for everyone.
â€œGreat teams do not hold back with one another. They are unafraid to air their dirty laundry. They admit their mistakes, their weaknesses, and their concerns without fear of reprisal.â€
â€• Patrick Lencioni, The Five Dysfunctions of a Team: A Leadership Fable