Within the ever-changing landscape of today’s business environment, the approaches towards effective training are at the forefront of many decisions made today in creating high-performing teams and leaders. Led by Jenny Patzlaff, our Supply Chain Peer Group met in person and virtually on April 16th to share ideas on how to refresh your supply team’s skill sets.
Amy Leshke-Kahle, founder and principal advisor at Next Practice Advisors, is an HR and organizational development leader. She challenges traditional HR practices by advocating for “next practices” over “best practices.” She argues that while companies often claim that people are their greatest assets, the typical approach to HR – such as long, cumbersome performance processes – can be counterproductive. Instead of constantly planning actions, she suggests solving problems directly, aiming to simplify the work environment to allow employees (and their leaders) to contribute better work.
Amy proposes a method for evaluating employees that involves leaders answering questions about each of their team members’ work results, skills, and “showupables”, using a rating scale from 1 to 5. She emphasizes the importance of simplicity and frequency in data collection, drawing inspiration from lean manufacturing principles.
One key aspect of Amy’s approach is the concept of “quick connect,” which involves high-frequency (weekly) interactions between leaders and employees about work-related matters. This practice aims to build trust and enhance productivity by fostering connections and addressing employees’ needs promptly.
To ensure the effectiveness of these practices, Amy suggests making them non-negotiable, frequent, and lightweight while grounding them in real-world interactions. She emphasizes the importance of consistent implementation to effectively embed these practices into the organizational culture.
To deepen our conversation, Craig Schaefer, an executive overseeing supply chain and services capability as well as talent development at our member company, GE HealthCare, contributed his valuable insights. He addresses the challenge many organizations face in providing employees with accurate information about the skills they should develop.
His team’s focus areas include their rotational Operations Management Leadership Program and competency models defining expectations and development paths. They also emphasize core learning pathways that enhance digital dexterity and financial acumen for the incoming and existing supply chain team. Craig specifically mentioned UWEBC topics as a source of skill development that GE HealthCare advertises to employees. Looking ahead, the team aims to focus more on individual development within the supply chain.
In the dynamic terrain of modern business, the wisdom imparted by Amy Leshke-Kahle and Craig Schaefer acts as a compass, directing organizations toward cultivating adaptable, proficient, and robust teams capable of flourishing amidst uncertainty. Amy’s advocacy for innovative HR practices and emphasis on problem-solving over conventional approaches, along with Craig’s strategic insights into talent development within supply chain operations, offer invaluable guidance for navigating the complexities of today’s business environment. Together, their insights illuminate pathways for organizations to foster agility, skillfulness, and resilience, essential for sustained success in an ever-evolving landscape.