HR And Six Sigma
 
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HR And Six Sigma

 

Undoubtedly, HR and Six Sigma are interrelated. There are most likely chances that you've heard of Six Sigma, perhaps in connection with General Electric, the company that made it popular in the 1990s. You may even know that Six Sigma uses statistical techniques to improve processes in both manufacturing and service industries. But did you know there is an important role for Human Resources (HR) in this sophisticated process improvement approach? Or HR and Six Sigma initiatives are unlikely to succeed without HR's help?

 

HR professionals with the right skills can contribute to a Six Sigma initiative at both strategic and tactical levels. This article describes the areas in which HR should play a role in Six Sigma and discusses how HR professionals can increase their chances of being included in Six Sigma decision-making and implementation.

 

To appreciate the important role HR and Six Sigma, it is important to begin this discussion by having an understanding of what Six Sigma is, all the roles played by others in a Six Sigma implementation, and the factors critical to a successful implementation.

 

Six Sigma Roles: Six Sigma has a martial arts convention for naming many of its professional roles. Leaders and Champions usually receive high-level training on the technical aspects of Six Sigma and specific training on how to lead an initiative. At the "Belt" level, each candidate is assigned an initial "training project" that he/she will work on during the formal training period. Candidates attend classroom training for a week, work on their projects for three weeks, return to class for another week, and so on until they have acquired all the skills appropriate to their role.

 

HR and Six Sigma role in organization: As with any major organizational initiative, many factors contribute to success of HR and Six Sigma. Some of these factors will fall within HR's area of responsibility, such as those discussed below.

 

Black Belt Selection and Retention role of HR and Six Sigma: Having the right people in the Black Belt role is critical to the success of a Six Sigma initiative. The training investment is substantial for this pivotal role of HR and Six Sigma. Further, Black Belts are the visible "face" of Six Sigma. They help shape the organization's impression of Six Sigma, and, consequently, the willingness of many to embrace the initiative. Therefore, you want to pick Black Belts very carefully. (Some organizations only select Black Belts from among those who have already been identified as "high potentials.").

 

HR professionals can help the Six Sigma Leader find the right people for Black Belt roles and ensure they remain in those positions for the typical two-year rotation. Potential HR contributions in this area include:

 

  • Building a competency model that will help identify candidates with the right mix of technical, team, and leadership skills and abilities.
  • Creating job descriptions that help candidates fully understand the position and expectations prior to signing on.
  • Developing a retention strategy that will help ensure Black Belts complete their rotation and the organization recoups its investment in training and development.

 

HR and Six Sigma in Rewards and Recognition: Rewarding and recognizing Black Belts and Six Sigma teams is more complex than it may appear. Black Belts join the Six Sigma initiative from various places in the organization where they are likely to have been at different job levels with differing compensation arrangements. Determining whether and how to make appropriate adjustments in level and compensation now that all these individuals are in the same role is both tricky and critical.

 

Similar complexities are involved at the project team level. Six Sigma projects led by Black Belts typically result in savings in the hundreds of thousands of dollars. Deciding how the team should be rewarded and recognized and who should get credit for what is not easy. Yet ignoring these issues can result in resentment, reluctance to work on Six Sigma projects, and the potential failure of the overall initiative of HR and Six Sigma.

 

HR professionals can help the Six Sigma Leader tackle the challenge of establishing the right rewards/recognition. Potential HR contributions in this area include:

 

  • Analyzing existing compensation arrangements to identify the extent to which those arrangements will support the Six Sigma initiative.
  • Creating a strategic compensation plan that will better support Six Sigma.
  • Developing a non-monetary reward program for Six Sigma teams.

 

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