Our theme this month is emerging trends and I wrote an article based on economic and demographic trends. It was about retaining employees - avoiding "job switching" to other employers or other projects in the face of more opportunities in the improving economy.
But there is more to tell on how to adapt to these current economic changes. Namely, what do you do if, despite your efforts to retain workers, you have to replace a worker? Job switching is more of an issue now and will increase in the future. Recruiters are using LinkedIn and other sophisticated methods to find those who are unsatisfied with their current positions. Replacement is time consuming and expensive, so you want to do whatever you can to reduce these adverse impacts.
These ideas should help get you started.
Position your position and culture as desirable . . . Workers in all demographic groups want flexibility, manageable deadlines and management who cares. To the extent your project and organization can meet these needs, promote that in your job opening descriptions to differentiate your position from competitors.
For positions or temporary assignments that need less experience, perhaps those desirable to Millennial generation candidates, promote what you do to focus on their developmental needs. Describe how you enable growth and development while on the job.
Help your own recruiters sell you position in a sophisticated manner. Your recruiters may not know how appealing your project is, but you do. Give them the information they need to sell it.
Understand the recruiting process early . . . Meet with your recruiters to see what the process entails. Review it to determine what you will have to do to move quickly if necessary. What are the lead times? Is there anything for which you need clarification before you have to actually follow the process?
Prepare in advance for worst case scenario . . . Reduce risk by identifying the key resources - the ones that will cause issues immediately if they leave. Have a contingency plan ready. It may be that you just immediately look for a quick replacement and, if there is not one, then you communicate a project issue related to the activity. You may have to put the activity on pause until a replacement found. This is the kind of thing you need to know in advance.
Get your other workers involved .. . Others in your project and workplace know people who may make great candidates. Use them. You may already have some kind of recruitment program where your own employees can be rewarded for finding successful candidates. If so, promote this program when a resource gap opens. If you have no such program, then ask your team for help. They have connections and will want to get the right person in place.
Don't be caught short as job switching increases. Do some basic planning so that you are ready to act quickly to replace resources who are lost. It's an important way to ensure your project is delivered successfully.
My last post was about improving the basics of documenting action items. But is that all you want to do? Are you just a good project manager? Don't you want to excel in multiple areas? Sure you do and high productivity in task management is key to improving project team performance,
To get the maximum amount of productivity, especially in larger projects, you should maintain additional columns of information. This will require a spreadsheet or similar function on a web share. It will allow you to filter and sort a large number of action items for efficient management.
Here are a couple more columns to use.
Status . . . The purpose of this column is to display progress on the action. Immediately, you will see that two statuses are basic: In Progress and Closed. You want to be able to filter out all items that have been closed without losing a record that they were worked and completed.
But also consider using Entered. You want to distinguish items just entered at a meeting from those that have been formally delegated. Imagine the situation where someone is delegated as Responsible for an action item in a meeting where that person does not attend. You can't call that In Progress. Your job as project manager will be to ensure these items are properly delegated. It's much easier when you can filter a list to get all those with status Entered.
Maybe improvements can be made in how fast items delegated to those not in meeting.
Target or Solution Source . . . This is the place where you list the person, group or organization that will be where you go for resolution of the action. It may be a vendor, a group in Technology, the business sponsor, a SME, or some other group.
How does this add productivity? Imagine having a very long action item list created over many days from many meetings and individuals and also wanting to be as efficient as possible in knocking these action items out. You have a meeting with the vendor and know that you have many action items connected to that vendor. Not having the Target column, you would have to look through details of all the action items to derive what the target is. With this column, you can quickly filter to get a list of items just for the vendor. Neat. Sweet.
Another example: If you are getting ready for a meeting with the business sponsor, as part of your preparation, you simply filter this list to find all items listed for sponsor. Now you have time to actually get the sponsor's attention!
To get the most benefit, use the same spreadsheet, shared datasheet or web share list for documenting actions and questions from all meetings. You just have to have the ability to sort and filter.
I'll provide more ideas in the future. In the meantime, let me know: What has worked for you?
Have you seen action items that look like this in meeting notes or on formal action item lists?
During discussions, all of these made sense. But later, will people remember what each meant? It's the documentation that is lacking. This inadequate quality appears in hastily written or typed notes or just through bad habits. Unfortunately, written action items like these may lead to tasks that are not completed on time because workers did not know
You are a project manager who wants to ensure a high-performing workforce, so don't allow bad task documentation to get in the way. You have a lot of control over this, especially if you maintain a single compiled list of action items from all meetinhgs and discussions that many in the project contribute to.
Your objective is to enable someone to complete the task easily from the information documented.
First, make sure you get the basics documented every time. Everyone should make this a habit. Obtain these components:
Description . . . A clear, full statement of the task/goal. The trick here is to specify when it is truly done. That is, what exactly is the result desired. The three examples at the beginning do not do this well. Capture details here or expect problems.
Task Owner . . . The individual (not a team or group or role name!) that will ensure the task is completed. This person can delegate or get help, but is still responsible for getting the task done. The owner does not have to be at the meeting, so the clear, complete description is then even more important.
Date Started . . . You need this to track those items that are taking too long to complete and to have a record for future audits or lessons learned. There is another advantage that will be covered in the next post.
Due Date . . . This is important to create a sense of urgency in the owner. In addition, you can sort on due dates to bring attention to those that are due soonest. Sometimes Due Date is avoided because it is not clear at the moment what the due date is. The date can be so far in the future the date is not able to be specified. In these cases, would you put something like "N/S" or "TBD"? Don't do that. You need something to help manage your list of action items better. Instead of a particular date, you can put something like
These date alternatives provide a better tickler system when managing a longish list of action items.
It is difficult to be complete and accurate on action items if you wait for the end of a meeting and have to cram everything in, so define the action items clearly as they arise in discussion and think of what the task owner has to know. Get everyone in the habit.
If your project team reviews action items every week, you should maintain this kind of rigor. You as the project manager, or your project coordinator, can review the action item list proactively to find basic documentation gaps that should be filled before or during the next task management meeting. Sort on due dates to see which items to discuss first. I recommend this approach over reviewing by the order in which they were created.
Even with these tips you still have more productivity to gain. I'll provide more tips in my next post. Count on it - it's on my action item list.
There is an easy way to improve your reward program and you would be hard pressed to guess it. It doesn't take any more money or larger rewards.
If your reward system uses gifts of some kind, for example, logo cups, umbrellas, or any other kind of merchandise, all you have to do is split the items into two groups and allow selection from each group. Use any groupings you want, they don't even have to make much sense! The study showed that what is important is to build the desire to avoid missing out on the opportunity.
So consider how you can use this information:
But there's more! Looking at another report on rewards helps you refine your plans.
Make sure you connect rewards and recognition to organizational values.
Make sure you clearly connect rewards and recognition to desired behavior and performance.
If you do not have a lot of support in your organization for expenditures for rewards, consider recognition emails/letters from high-level leaders. Don't give up on some kind of effective reward system. It can set you apart from other managers in a time where the workforce really needs some support.
In my last post, the topic was a recent workforce survey and solutions to its highest-rated problem: crushing deadlines. But the respondents identified other high-ranking problems in the daily work environment that you can and should deal with in some way.
Interruptions and broken processes, for example. This is not the first time we have seen a survey rank interruptions high on worker's complaint list. These appear to be pretty universal., so if you did not do anything the last time ideas were given for interruptions, I urge you to do so now.
Try the following:
In the survey, non-existent or broken processes were also a major source of frustration. Broken processes can be seen as outside of the control of the project team, so workers feel especially helpless.
But this is not necessarily so in all cases. Consider a phase planning exercise where you ask the following questions of the team responsible for tasks during the phase.
Note that fixing these problems in some way will reduce the second-highest spoiler of the workday: never-ending overtime. Yes, if work flows smoothly (no interruptions and all processes are efficient) workers can be more productive. Being more productive means they will not have to work as long hours to get the expected amount of work done.
In both cases above, you are wearing your facilitator hat, not solving the problem yourself. Playing this role also shows your concern with the daily problems experienced by your workers, itself useful in helping them cope with these problems and thinking of you as a leader.