The LHH Methodology describes the skills, actions and methods used by consult- ants to deliver each of LHH’s products and services. All programs are described in detail with support documents and training to ensure that all consultants deliver the program consistently across businesses. Training in all programs leads to con- sultants being ‘Certified’ and this process begins as soon as candidates join the company. The process will be described in greater detail in the next section.
11.5.1 The Focus on Quality
Quality was the driving force in the founding of Lee Hecht Harrison and for the past 29 years, the focus has remained as the company has moved to a leadership position in the career management industry.
x Organizational Design – Quality is emphasized structurally, functionally and operationally. The company’s organizational structure is designed to keep a focus on excellence in everything that is done and designated indi- viduals exist at national, regional and local levels to ensure that quality stan- dards are incorporated into performance. In addition to this, a Corporate Di- rector of Quality is responsible for ultimate quality control, client satisfaction and organization-wide implementation of quality measures, with support from management. The culture of quality is reinforced in new em- ployee orientations, ongoing training, certification programs and profes- sional development conferences. Numerous awards at local and national levels have proved LHH’s commitment to quality. Ultimately, the best measure of quality is the level of satisfaction and the return of clients.
x Quality Indicators – A variety of methods are used to measure client (the individual employee receiving LHH services) and customer (the sponsoring company paying for our services) levels’ of satisfaction. It is done on a con- tinuous basis with evaluations mid-service and end-of-service. Results are used to determine what (if any) actions need to be taken. In addition, an an- nual survey of corporate customers is undertaken to review quality at a broader and more comprehensive level.
x Using Quality Measurements to Improve Performance – There is little value in evaluating quality if the information gathered is not used to drive process improvements and consultant development. Consultants are evalu- ated by their general managers and by the Director of Professional Services whose sole responsibility is to oversee the quality of service delivery in each office. In addition to this, quality indicators that demonstrate client and cus- tomer satisfaction are used to determine performance and if a consultant is below expectations, the client can be reassigned a new consultant and a por- tion of the fee charged can be reimbursed. Finally, an annual business review ensures that LHH activities are reviewed from a business perspective leading to potential refinement of services, adjustments in procedures or other ac- tion. The goal is for LHH to gain business based on capability but to keep it based on performance.
x Performance Guarantees – LHH guarantees satisfaction with their services.
If customers or clients are not satisfied then they will either not be charged, or a credit will be made for future services.
11.5.2 LHH as a Learning Organization
“The rate at which organizations learn may become the only sustainable source of competitive advantage” Dr. Peter Senge
Learning organizations can be defined as organizations that are ‘designed to build collaborative relationships in order to draw strength from the diverse knowledge, experience, capabilities and ways of doing things that people and communities have and use (Addleson 1998). The idea is that organizations are evolving away from being purely performance based and towards a central theme of continual adaptation to an ever-changing environment. Where knowledge management fo- cuses on the use of specific tools, often technological in nature, to capture organ- ize, distil and distribute information (Corporate Leadership Council 2001), organ- izational learning seeks to enhance employees’ motivations and embed particular core competencies within their skill sets, rather than simply making information available. It is the quality, not the quantity that counts.
The shift towards organizational learning requires cultural change to create a cul- ture that embraces and encourages learning. In ‘The 12 Building Blocks of the Learning Organization’, Joan Kramer Bennet and Michael J O’Brien describe fac- tors that have been identified as key to becoming a learning organization. The fol- lowing table demonstrates the 12 building blocks with examples of the activities and initiatives undertaken by LHH, in its commitment to becoming a leading learning organization:
In this section we have gained a greater understanding of how LHH HR builds its corporate capability. For the purposes of this paper we would like to focus on two aspects that we believe are specific examples of HR best practice in this in- dustry.
The First Is:
x The orientation and certification of new consultants and associates within Lee Hecht Harrison.
The Second Is:
x Continuous learning and the development of talent long-term.
Table 11.1. Lee Hecht Harrison and the 12 Building Blocks to Becoming a Learning Organization
Building Blocks to Becoming a
Learning Organization Lee Hecht Harrison
1.
Draft a vision of the company’s goals, so it can anticipate the types of learning that need to occur
to reach this end state.
The LHH Business Practices Handbook, pro- vides outlines of the company values and
guiding principles to all new employees.
2.
Create an executive “covenant” with employees – company leaders should actively and visibly sup-
port learning activities and hold their people ac- countable for continuous learning.
Company wide certification, continuous learning activities and internal and external networking events including membership of the Association of Career Management Pro-
fessionals.
3. Act in accordance with principals of continuous learning – particularly in managerial practices.
Emphasis on quality with detailed assess- ment and support provided through all levels
of the organization.
4.
Support a climate in which the individual and col- lective values and attitudes emphasize openness,
trust and a willingness to share information.
New Employee Orientation meetings and LHH Business Practices all emphasize indi- vidual contribution, integrity and develop-
ment.
5.
Provide fluid job descriptions and flexible organ- izational structures that can quickly adapt to changing organizational and learning needs.
Clear job descriptions allow for flexibility within roles to meet needs of clients. Flat or-
ganizational structure.
6.
Use technology to promote smooth information flow and easy access to all forms of knowledge
relevant to the company’s learning goals.
Support provided by LHH Information Ser- vices, Business Information Centre and LHH
Learning Centre.
7.
Encourage individuals and teams to share knowl- edge – so that learning becomes an integral part
of teamwork and cooperation.
GAP networking events and monthly tele- tutorials.
8.
Ensure that company work practices support con- tinuous learning – through information sharing,
benchmarking or problem-solving techniques.
Professional development sessions, internal and external networking events in addition to strong focus on quality with continuous feed-
back from customers and clients.
9.
Align performance and learning goals with cus- tomer needs to guarantee that learning is contrib-
uting directly to the company’s bottom line.
Annual business review and client/customer satisfaction surveys.
10. Design training programs that emphasize experi-
ential learning and creative problem solving. LHH certification and train-the-trainer events.
11.
Seek to develop both individuals and teams – or- ganizations can only learn when groups of people
learn collectively, not just as individuals.
Includes certification training, orientation meetings and professional development sessions as well as external group programs.
12. Create rewards and recognition programs that
promote and advocate continuous learning. Program certification and awards.