“When we act with deep honesty and respond positively to the calling within us, the universe does everything to help us.” Many companies that have adopted Frederic Laloux’s concept have successfully created teal organizations, distinguished by innovative management approaches. “Acting with deep honesty” means aligning actions with one’s value system and being aware that our work provides real benefits to others and contributes to the greater good. This mindset fulfills one of the fundamental human needs—the sense of pride in one’s achievements.

Table of Contents:

1. Introduction
2. What is a teal organization?
3. Benefits of the teal model
4. How to build a teal organization?
5. Conclusion

1. Introduction

In recent years, the idea of teal organizations has gained significant traction, attracting the attention of both management theorists and practitioners. Can this model become the future of work, or is it merely an idealistic dream? Teal organizations operate based on trust, collaboration, and a holistic approach to people—their emotions, needs, and potential. These are places where work takes on a deeper meaning, enabling self-realization and the creation of value not only for the company but also for society. Does this way of functioning offer a solution to modern challenges in management?

2. What is a teal organization?

A teal organization is a management model based on autonomy and collaboration. Employees in such companies are viewed not as tools for completing tasks, but as individuals with their own emotions, intuition, and beliefs. This perspective eliminates traditional hierarchies and managerial positions. Employees are responsible for what they do and have the space to fulfill their potential. The teal model is based on three pillars: self-management, wholeness, and evolutionary purpose. There is no division of leadership in these organizations. Employees work in teams that independently make decisions. Each team member has an influence on what and how things are done, and responsibility is shared by all members of the group. Teal organizations create space for building healthy relationships at work. This allows employees to align their professional life with their personal values. This means that employees are encouraged to be themselves at work—with their emotions, values, and unique perspectives. Teal organizations do not operate solely for profit. Each one has a higher purpose—a mission that gives meaning to all actions taken. Rather than imposing goals from above, these organizations allow vision and development directions to evolve naturally, in alignment with the needs of the environment and the commitment of the team.

3. Benefits of the teal model

One of the biggest advantages of teal organizations is their ability to effectively engage employees. The absence of the traditional division between managers and subordinates promotes a partnership-based collaboration founded on mutual respect. In such an environment, everyone feels that their voice matters, leading to higher levels of satisfaction and engagement. A holistic approach to management allows for the harmonious integration of personal values with professional goals. Work in a teal organization is not merely seen as a duty—it should bring joy, support development, and inspire action. Through the decentralization of decision-making processes, employees gain the freedom to initiate ideas, fostering creativity and innovation. The ability to propose new solutions without waiting for managerial approval paves the way for the dynamic growth of both individuals and the organization as a whole. This approach allows each employee to bring their best—talents, ideas, and dedication—to the team. Working in alignment with personal values and preferences strengthens the sense of purpose and motivation, resulting not only in employee satisfaction but also in the success of the entire organization.

4. How to build a teal organization?

Building a teal organization is a process that requires a holistic approach to every aspect of the company’s functioning—ranging from organizational culture and structure to management practices. A key starting point is to create an inspiring vision and clearly defined business goals that will engage all employees. The success of a teal organization also depends on caring for employees. Providing opportunities for professional and emotional development helps employees better understand themselves and others, which leads to deeper engagement in their work and improved relationships with colleagues. For employees to feel that their voice is important and their opinions influence decisions, it is crucial to promote openness and honesty in internal communication. It is also important to create an environment where mistakes are not seen as failures but as opportunities for learning and growth. An organization that is open to feedback should continuously strive to improve its processes, products, and services based on suggestions from its employees. Teal organizations also have a high degree of employee autonomy. HR departments should recruit according to the principles of a teal organization. They should seek individuals who not only possess the right skills but also fit the company’s organizational culture and share its values.

5. Conclusion

Building a teal organization is a challenge that requires commitment, courage, and consistency. However, the benefits of this model—greater employee motivation, higher levels of innovation, and improved business outcomes—make the effort worthwhile. Teal organizations are not just about changing management structures; they also redefine the relationships between employees and organizations. In this model, work becomes a means of self-realization, bringing benefits both to employees and the company itself. In the face of modern challenges in management, teal organizations could be the answer to the needs of today’s job market.

Although emotions are an inseparable part of human life, accompanying us every day, they are often treated as a taboo in the professional environment. In many workplaces, there is still a prevailing belief that showing feelings is a sign of weakness, and professionalism is linked to suppressing emotions. However, more and more research and experts emphasize that healthy emotional management can be a key element in building effective teams and organizational success.

Table of Contents

1. Suppressing emotions
2. Emotions at work: can we really leave them at home?
3. The role of emotions at work: help or hindrance?
4. Workplace bullying: violence in many forms
5. The emotional sphere at work – why conversations about feelings matter
6. How to create a more empathetic work environment?
7. Summary

1. Suppressing Emotions

In workplaces, there is often a focus on efficiency and results, forgetting that emotions are an integral part of our professional lives. In today’s work environment, suppressing emotions can lead to serious consequences – both for individual employees and entire teams. In Polish culture, respect for authority is deeply rooted, which has historically influenced both management and employees’ attitudes. Despite the passage of time, there is still a strong sense of obedience and submission to superiors. Many people in the workplace focus on following orders without asking questions, viewing them as an obligation that is not up for discussion. Suppressing emotions has become a natural response because expressing feelings, especially difficult ones, is associated with weakness or lack of professionalism. As a result, many Poles avoid showing their emotions at work, often leading to emotional buildup and burnout.

2. Emotions at work: can we really leave them at home?

“Should we ask an employee how they feel? That’s private” – such an approach is still often encountered in Polish workplaces. Employers frequently expect employees to maintain professionalism, understood as controlling or entirely hiding emotions. There is a belief that professionalism means separating emotions from professional duties, and success is based solely on results. But can we truly separate emotions from work, where we spend a significant portion of our lives?
As humans, we are social beings. We need to feel needed. We need to belong. We need to be accepted. Work serves as both a source of income and a place for forming social relationships. “Leaving emotions at home” is impossible, yet it is often required by managers. Employees are often accustomed to subordinating themselves to their superiors, which leads to emotional suppression. Unfortunately, this suppression has its consequences – over time, it can lead to what is known as “emotional hijacking,” a moment when we lose control over our emotions, and they begin to control us. Therefore, it is crucial to learn how to recognize, regulate, and consciously express emotions in the professional environment.

3. The role of emotions at work: help or hindrance?

Do emotions hinder or help at work? Emotions can be a valuable resource if properly understood and utilized. It turns out that a healthy approach to emotions in the workplace is not only a tool for improving communication but also a path to increasing efficiency, engagement, and job satisfaction – both for employees and managers. Ignoring or suppressing emotions leads to serious problems. Instead of strengthening communication, it can result in tensions, conflicts, and even bullying or burnout. A healthy approach to emotions at work does not mean eliminating them but understanding and constructively using them. Employees and managers who can recognize and manage their emotions are better equipped to handle difficult situations, maintain motivation, and demonstrate greater resilience to stress. Moreover, conscious emotional management fosters openness, trust, and a better atmosphere within the team, which leads to increased efficiency and job satisfaction.

4. Workplace bullying: violence in many forms

In Polish workplaces, psychological violence, often taking subtle forms, is unfortunately a common phenomenon. Often, managers who lack proper communication skills resort to methods that mentally wear down employees, even if they don’t always do so consciously. One of the most serious problems related to emotions at work is bullying. This is a phenomenon in which one person or a group systematically applies psychological violence to a colleague. This violence involves manipulation, guilt-tripping, shaming, and instilling fear. It often manifests subtly through comparisons, mockery, and eye-rolling. Many aggressive behaviors that manifest in our faces are also considered forms of violence. Gestures, facial expressions, furrowed brows, lip movements, and facial expressions convey our thoughts and words. We can say a lot without using words. These “soft” forms of aggression often go unnoticed or are downplayed, but their long-term impact on the victims’ psyche is extremely damaging.
Workplace violence is a systemic problem. Instead of blaming the victims, companies should focus on eliminating toxic behaviors and building relationships based on mutual respect. This will not only improve the atmosphere but also increase team effectiveness and engagement.

5. The emotional sphere at work – why conversations about feelings matter

Unfortunately, conversations about emotions at work are still a taboo. They are too often seen as informal or even social. Managers rarely ask employees about how they feel at work, their feelings, and experiences related to it. In reality, conversations about emotions are an essential part of any professional interaction. Conversations about feelings are a form of empathy and an attempt to understand the difficulties employees face. Too often, we hide our emotions or fail to recognize their impact on our daily lives. Conversations about emotions are also conversations about work. Employees often do not reveal their difficulties due to fear of judgment, not wanting to admit a lack of technical skills, insufficient knowledge, or other concerns related to their tasks. They may also be dealing with personal or health problems. Open conversations about emotions can help build trust and a sense of security within the team. If managers create space for such conversations, they can better understand the needs of their team and respond appropriately to problems before they become insurmountable obstacles. Thanks to conversations about emotions, employees not only have a chance to understand themselves and others but also to develop emotional competencies that are crucial in dealing with stress, conflict, or professional challenges.

6. How to create a more empathetic work environment?

Building an empathetic workplace requires primarily changing the approach to emotions as an integral part of professional life. Introducing training programs on emotional intelligence, conflict mediation, and communication can significantly improve the atmosphere within teams. Employees who feel appreciated and heard are more engaged and willing to collaborate. Empathy should be the foundation of relationships between leaders and employees. Here are key steps that can help achieve this goal:

• Strengthening leaders’ and managers’ skills
  Leaders play a key role in shaping organizational culture. They should develop interpersonal skills such as active listening, openness to feedback, and constructive conflict resolution. Empathy, in their case, should go beyond sympathy and include the ability to understand others’ perspectives and recognize the emotions behind behaviors.
• Conversations about emotions
  Breaking the taboo around emotions at work is one of the most important steps toward creating an empathetic environment. Regular conversations with employees about their well-being and difficulties help build trust and improve communication within the team.
• Emotional intelligence training
  Developing emotional intelligence should be available to both leaders and employees. Training programs can include building emotional awareness, learning to regulate emotions, and cultivating an empathetic approach to others. As a result, this helps reduce tensions and build more cohesive teams.
• Responding to bullying and violence
  Preventing all forms of violence and bullying in the workplace is essential. Organizations should effectively identify and eliminate inappropriate behaviors while supporting victims. It is important that responsibility lies with the perpetrators, not the victims, which requires clear procedures and quick response.
• The role of HR
  The HR department should actively support the creation of a culture based on empathy. This could involve implementing development programs, mediation, or initiatives that care for employees’ well-being. It is important that HR is seen as a partner, not just a formal administrative unit.
• Generational shift
  Younger generations, such as Generation Z, are increasingly demanding better work conditions. They expect openness, understanding, and respect. Organizations should listen to their needs and adapt management strategies to new standards, which brings benefits to the entire organization.

7. Summary

Emotions are an integral part of professional life, and ignoring them can lead to burnout, reduced engagement, and interpersonal problems. Creating an empathetic work environment is a key element of modern management. Empathetic leadership, openness to conversations about emotions, and decisive action against bullying and violence are the foundations of a healthy and effective work culture. By supporting both leaders and employees, organizations not only build a better work environment but also achieve better results.

TWI is not just a tool for effective training but also a means to build a strong and engaged workforce capable of fully utilizing their skills in everyday work. With TWI, companies can effectively develop employee competencies, foster a culture of continuous improvement, and boost overall efficiency. Despite the passage of time, this program continues to be widely used by organizations around the world, forming the foundation of many Lean Management strategies.

Interestingly, in recent years, TWI has gained new momentum through the use of training videos. These videos enable companies to convey the program’s key principles in an even more accessible and engaging manner, helping to streamline the learning process.

Table of Contents

1. Introduction to TWI – History and Significance in Lean Management
2. The Four Pillars of TWI – An Effective Method for Developing Competence
3. Applying TWI in Practice – Step-by-Step Implementation Process
4. The Benefits of TWI – How TWI Supports Employee Development and Organizational Efficiency
5. Summary

1. Introduction to TWI – History and Significance in Lean Management

The TWI (Training Within Industry) program plays a key role in shaping modern human resource management methods, particularly in companies that apply Lean Management principles. Its foundations date back to the 1940s when it was developed in the United States as a tool for rapidly training industrial workers during World War II. At that time, with a shortage of skilled labor, there was a need for an effective method to prepare new, often inexperienced employees for crucial production roles. TWI quickly became an indispensable means of developing competencies and boosting efficiency in organizations. Today, despite the passage of time, it still plays a vital role in shaping a culture of continuous improvement and collaboration.

The Origins of TWI – Necessity Drives Innovation
During World War II, American industry faced the challenge of supplying vast quantities of equipment and ammunition while dealing with a shortage of skilled labor. With many men serving on the front lines, factories had to employ individuals with little or no prior industrial experience. In response to this issue, the U.S. government developed the TWI program in 1940 as a standardized system for employee training and development.
The program was built around three key areas: Job Instruction (JI), Job Methods (JM), and Job Relations (JR). Each module focused on a different aspect of work efficiency: JI ensured quick and effective onboarding, JM helped streamline processes and eliminate waste, while JR developed skills in team management and interpersonal relations. These three pillars quickly yielded visible results, improving both productivity and work quality.

TWI as the Foundation of Lean Management
Although TWI was created for wartime needs, its principles and structure fit perfectly with the Lean Management philosophy that gained popularity in later decades. Lean, focused on eliminating waste and continuous improvement, sees TWI as an essential foundation for building a sustainable work culture. With TWI, companies can develop both technical skills and soft skills in their employees, which are crucial for managing processes and fostering teamwork.
In Lean Management, engaging employees in continuous improvement processes is fundamental. TWI provides specific tools that enable leaders and employees to establish high work standards and continuously maintain and enhance them. Essentially, TWI allows companies to develop human resources that not only perform tasks but also actively participate in identifying problems and implementing improvements.

Why TWI Remains Relevant Today
Despite being over 80 years old, the TWI program remains highly relevant. Modern organizations still face challenges such as rapid employee onboarding, rising staff turnover, and the need to adapt to changing market conditions. In light of these challenges, TWI offers a proven structure and approach to building strong teams. TWI processes are straightforward, well-defined, and easy to implement, making them applicable across various industries and organizational cultures.
In the era of automation and digitalization, where many companies prioritize rapid technological growth, TWI emphasizes the crucial role of people within an organization. The program underscores that employees—through their engagement, knowledge, and skills—are the company’s most valuable asset. By using TWI, organizations can methodically and thoughtfully develop team competencies, which helps build long-term stability.

TWI as a Catalyst for Organizational Culture Change
One of the key aspects of TWI is its impact on organizational culture. The program fosters a sense of responsibility and engagement, which contributes to building teamwork and collaboration. Employees trained according to TWI principles not only perform their tasks with greater precision but also feel more accountable for their roles. TWI also helps leaders better understand the needs and expectations of their teams, strengthening relationships and trust between employees and managers.

An organizational culture based on TWI principles is open to change and continuous improvement. Employees who are familiar with TWI methods can more easily identify areas for improvement and proactively propose enhancements. This engagement translates into better results and greater organizational flexibility in the face of dynamic market changes.

2. The Four Pillars of TWI – An Effective Method for Developing Competence

TWI, or Training Within Industry, is built on four pillars that together form a comprehensive system for developing employee competencies and enhancing organizational efficiency. These pillars, designed for rapid and practical training, focus on imparting essential skills crucial for quality, safety, and team dynamics. The four core components of TWI are: Job Instruction (JI), Job Methods (JM), Job Relations (JR), and Job Safety (JS). Each serves a unique function, but together they create a cohesive system supporting team development and productivity.

Job Instruction (JI): Structured Job Training
The first pillar, Job Instruction (JI), aims to teach employees how to perform specific tasks quickly, accurately, and effectively. This method is especially useful for onboarding new hires or training workers who are transitioning to new roles.
The JI method consists of four key steps:

1. Prepare the Worker – Before training begins, the instructor explains what the task involves and why it is important.
2. Present the Task – The instructor demonstrates the task step-by-step, explaining each detail.
3. Practice – The employee performs the task under supervision, with the instructor providing guidance and corrections.
4. Follow-Up – Once the employee has mastered the task, they perform it independently while the instructor observes and offers final advice.

Through JI, employees not only learn how to perform their duties correctly but also understand the significance of their work. This approach fosters responsibility and confidence, which are essential for quality and productivity.

Job Methods (JM): Improving Work Processes
The second pillar, Job Methods (JM), focuses on analyzing and optimizing work processes. The goal is to reduce waste, increase efficiency, and find simpler, more effective ways of completing tasks. JM helps identify unnecessary steps and eliminates them, leading to increased productivity and reduced workload.
The JM method involves four main steps:

• Review the Current Method – Analyze current procedures and identify potential improvements.
• Ask Four Key Questions::
  • Why? – Are all steps necessary?
  • What? – What can be changed or simplified?
  • Where? – Is the task being performed in the best location?
  • When? – Is the sequence of actions optimal?
• Develop a New Method – After analyzing, design a more efficient way of performing the task.
• Implement the New Method – Test and integrate improvements into daily processes, boosting efficiency and eliminating waste.

JM encourages employees to actively participate in process improvement, which not only enhances productivity but also fosters engagement and accountability.

Job Relations (JR): Building Strong Team Relationships
The third pillar, Job Relations (JR), focuses on managing interpersonal relationships. Good relationships between employees and leaders are fundamental for smooth and efficient operations. JR helps leaders handle problems, resolve conflicts, and build a positive work environment.
JR is based on four core principles:

• Build Good Relationships – Leaders should establish and maintain positive contact with each team member.
• Recognize Problems Early – Proactively addressing conflicts prevents them from affecting productivity.
• Analyze Situations Thoroughly – Before making decisions, understand the causes and context of the issue for fairer solutions.
• Take Thoughtful Actions – After gathering information, leaders should take actions that are clear and accepted by the team.

JR enables leaders to develop their management skills, fostering trust and motivation among employees. Good communication and strong team relationships lead to greater efficiency and lower stress levels, ultimately reducing staff turnover.

Job Safety (JS): Ensuring Workplace Safety
The fourth pillar, Job Safety (JS), was added in response to the growing importance of occupational health and safety. JS focuses on minimizing risks and ensuring that all employees are aware of safety protocols.
The JS process includes several key stages:

• Identify Hazards – Analyze potential risks related to the task.
• Educate Employees – Teach safety procedures and health guidelines that must be followed at every stage.
• Assess Risks and Take Preventive Measures – Implement procedures that minimize accident risks.
• Monitor and Improve Safety Standards – Continuously review and refine safety practices to adapt to changing conditions.

JS helps organizations protect employee health and safety while fostering a culture of responsibility. Workers who feel safe are more engaged and productive, enhancing the company’s reputation as a responsible employer.

3. Applying TWI in Practice – Step-by-Step Implementation Process

Implementing the TWI program within an organization is a process that requires careful planning, commitment from management, and consistent execution of each stage. With the right approach, TWI can become an effective tool that not only boosts work efficiency but also helps build a strong organizational culture rooted in continuous improvement. In this chapter, we will walk through the key steps for implementing TWI in a company and explore how to approach this process to ensure maximum effectiveness.

Step 1: Preparing the Organization for TWI Implementation
The first step is to thoroughly prepare the organization for the TWI rollout. This is a crucial phase where management needs to commit to the program and clearly define the goals they aim to achieve. The key elements of this step include:

• Needs Analysis: Understand what specific challenges TWI is intended to address. Is there a need for better training of new employees? Are there inefficiencies in current work methods or issues in team relations? Properly identifying these needs helps focus on the most critical areas.
• Securing Management Buy-In: Gaining the support of top management and key leaders is essential for a successful implementation. Leadership must not only understand how TWI works but also actively promote and champion its adoption.
• Resource Allocation: TWI requires dedicated resources, such as trainers’ time, training materials, and tools to monitor progress. Ensuring the availability of these resources is essential for effective deployment.

Step 2: Selecting and Training TWI Instructors
TWI instructors play a vital role in the implementation process, as they are responsible for conducting the training sessions based on each TWI pillar. Selecting the right instructors is critical. Ideal candidates are those who:

• Have in-depth knowledge of company processes.
• Possess strong interpersonal communication skills.
• Demonstrate patience and a commitment to effective teaching

Once the instructors are chosen, they need comprehensive training on the TWI methodology. Instructors should not only grasp the theory behind each pillar but also learn how to conduct training sessions in alignment with TWI principles. It’s essential for instructors to be capable of both conveying knowledge and building trust with employees.

Step 3: Launching TWI Training Programs
Once the instructors are ready, it’s time to start training employees. It’s advisable to begin with one of the TWI pillars that best addresses the company’s most pressing needs. The process should follow these principles:

• Focus on Specific Needs: For instance, if efficiency is a concern, start with Job Methods (JM). If there are challenges with team dynamics, prioritize Job Relations (JR).
• Consistency: Training should be regular and scheduled in a way that doesn’t disrupt daily operations.
• Progress Monitoring: Continuously track the outcomes of training sessions to quickly address any challenges and adjust the approach if necessary.

TWI training should follow a “learn-by-doing” approach. After the theoretical introduction, employees should immediately apply their new skills in practice, receiving real-time feedback from instructors.

Step 4: Embedding TWI into Daily Operations and Continuous Improvement
One of the key aspects of TWI is its integration into the day-to-day practices of the organization. It’s not just a one-time training but a continuous approach that requires ongoing application. To achieve this:

• Practice on the Job: Employees should consistently use their newly acquired skills in their daily tasks, with managers and instructors monitoring their progress.
• Regular Meetings and Feedback Sessions: Organize regular meetings to discuss the results and benefits of TWI. This helps analyze which improvements have been implemented and identify future steps.
• Adaptation and Flexibility: TWI should remain adaptable to the changing needs of the organization. Ongoing monitoring and analysis will allow for continuous improvement and fine-tuning of the program.

Step 5: Assessing the Impact of TWI Implementation
The final step involves evaluating the effectiveness of the TWI program. Regular assessments help determine how TWI has impacted the organization and highlight areas that may still need improvement.

• Performance Analysis: Gather data on the results achieved after implementing TWI. Has it helped achieve the goals of improving efficiency, quality, or team collaboration?
• Employee Feedback: Encourage employees to provide feedback on the program, sharing both strengths and areas for improvement. Their perspective is invaluable for future enhancements.
• Ongoing Development of Instructors: Continuous training and skill development for TWI instructors will enhance the quality of training sessions and ensure that best practices are upheld

4. The Benefits of TWI – How TWI Supports Employee Development and Organizational Efficiency

The Training Within Industry (TWI) program brings significant benefits to organizations, both operationally and culturally. Its implementation enables companies to train employees quickly and effectively, resulting in enhanced productivity and improved work quality.

TWI allows new employees to master their tasks more swiftly, making them fully productive team members in a shorter time. The Job Instruction (JI) and Job Methods (JM) modules help streamline processes and standardize work, leading to error reduction and cost savings.

Equally important is TWI’s impact on employee engagement. Through Job Relations (JR) training, team dynamics improve, fostering better collaboration and a positive workplace atmosphere. Enhancing the culture of safety through Job Safety (JS) builds trust and loyalty, ultimately reducing employee turnover.

5. Summary

Training Within Industry (TWI) is a proven employee development program that has long supported organizations in boosting efficiency and engagement. Built on four pillars—Job Instruction, Job Methods, Job Relations, and Job Safety—TWI facilitates faster onboarding, improves quality, and fosters a culture of continuous improvement.
The benefits of TWI include increased productivity, reduced error rates, better team relationships, and enhanced employee loyalty. TWI is not merely a training method but a strategic approach that helps companies create a stable, sustainable work environment focused on developing people and driving operational excellence.

In Lean management, measuring effectiveness plays a crucial role. To achieve success in this approach, it is essential to precisely define and monitor Key Performance Indicators (KPIs). Lean focuses on identifying potential, areas for improvement, and continuously monitoring progress. KPIs serve as indicators that enable an accurate assessment of whether the company is moving towards optimal resource utilization and waste minimization. The role of KPIs in operational excellence involves closely tracking process efficiency, identifying areas that require attention, thereby allowing for the elimination of inefficiencies. Through the measurement of KPIs, a company becomes more flexible and prepared to quickly adapt to changing market conditions.

Table of contents

1. Why measure Lean effectiveness?
2. KPIs in Lean Management – The Key to Effective Monitoring
3. Categories of Key Performance Indicators
4. The process of implementing Key Performance Indicators (KPIs) in a company
5. Technologies Supporting Lean Efficiency Monitoring
6. Summary

1. Why measure Lean effectiveness?

Measuring effectiveness in the context of Lean management is a key element of strategic process improvement. Without a precise assessment of progress, effectively eliminating waste becomes challenging. Therefore, understanding the goals of measuring effectiveness is crucial.

The first goal is to accurately identify where and why losses occur. Key Performance Indicators (KPIs) act as a ‘magnifying glass,’ providing a detailed look at specific operational areas. This allows the identification of specific areas that require improvement, which is crucial for effective process improvement. Instead of acting broadly, a company can optimize specific elements that have the greatest impact on efficiency.

Another significant aspect of measuring effectiveness is employee motivation. When employees see the direct impact of their work on indicators, they begin to make more informed decisions and engage in the improvement process. Understanding that their efforts translate into measurable results stimulates engagement and creates an organizational culture conducive to continuous improvement.

Finally, effective measurement of effectiveness enables a company to quickly respond to market changes. Identifying issues in real-time allows flexible adaptation of strategies and avoids delays in operational improvement. Dynamic adjustment to the changing business environment becomes a key competitive advantage.

2. KPIs in Lean Management – The Key to Effective Monitoring

Effective management requires precise monitoring of Key Performance Indicators (KPIs), which serve as barometers of process status. The key objective is to select appropriate KPIs tailored to the specific characteristics of the company’s operations. These guidelines act as lighthouses, casting light on areas that require attention.

• Selecting Appropriate KPIs for Processes

It is crucial to align KPIs with the nature of the business. For manufacturing processes, quality indicators such as defect levels or compliance with standards are essential. In office areas, key performance indicators for process efficiency, including cycle time, are crucial. Additionally, measuring costs, both in production and potential waste, is an important aspect.

• Impact of KPIs on Waste Elimination

Precise KPIs help identify areas of waste. Quality indicators facilitate pinpointing error sources, while process efficiency indicators help identify delays and downtimes. Cost-related KPIs enable the analysis of where investments in waste elimination will yield the greatest benefits. As a result, the improvement process becomes focused, efficient, and swift.

• Role of KPIs in Operational Excellence

KPIs play a crucial role in the continuous improvement process. Indicators serve as a data source for analysis, enabling informed decisions regarding improvement strategies. When a team sees the specific impact of their work on a chosen KPI, it fosters motivation to engage in the improvement process. This role is not just about control but primarily about inspiration.

• Examples of Key Performance Indicators

Successful KPI implementations include reducing defects by a certain percentage within a month or shortening production cycle time. Human resource indicators, such as employee engagement levels, are also crucial for monitoring. These examples illustrate how KPIs can shape and accelerate the operational improvement process.

3. Categories of Key Performance Indicators

Categories of KPIs form a comprehensive performance measurement system, allowing for a holistic view of the company’s operations. Introducing Lean Management in each of these categories requires diligence and adaptation to the industry’s specifics. Effective monitoring of each of these areas enables the precise identification of areas for improvement, which is crucial for efficient Lean management. The goal is not only to minimize waste but also to achieve operational excellence in every aspect of the company’s operations.

Quality Indicators
In this category, the focus is on the quality of products or services. The defect rate is a key indicator, allowing an assessment of whether the production process generates faulty units. Additionally, indicators of compliance with quality standards are crucial to ensure that the company meets industry standards and customer expectations.

Process Efficiency Indicators
Operational efficiency often depends on the performance of individual processes. Process cycle time indicators allow an assessment of how much time a particular stage takes, potentially identifying areas of delay. Labor efficiency indicators measure the operational effectiveness of employees, which is crucial for process optimization.

Cost Indicators
Cost analysis is an important element of Lean Management. Production cost indicators allow monitoring of the effectiveness of actions, identification of areas where costs are highest, and the search for potential waste. Indicators related to waste costs are also extremely important, enabling the identification and elimination of sources of loss.

Customer Indicators
Customer satisfaction is a key element of the company’s success. Indicators in this category include customer satisfaction levels, delivery times, and potential complaints. This data reflects not only the quality of products but also the speed and flexibility of the company in responding to customer needs.

Human Resources Indicators
Operational efficiency is also tied to employee engagement. Human resources indicators include employee engagement levels, organizational climate assessments, and absenteeism indicators. Understanding these aspects allows for effective personnel management and the creation of working conditions conducive to process improvement.

4. The process of implementing KPIs in a company

The process of implementing Key Performance Indicators (KPIs) in a company requires not only a thorough understanding of the organization’s goals but also precise alignment of KPIs with the industry and operational specifics of the company.
The first step is identifying key areas for operational efficiency. For a manufacturing company, these might be quality and production efficiency indicators, while a service-oriented company may focus more on customer service indicators. It is crucial for KPIs to be measurable, achievable, and directly related to the company’s strategic goals.

Implementing KPIs involves not only choosing the right indicators but also creating a monitoring system, collecting data, and analyzing results. It is necessary to adjust information systems for data collection and prepare staff for regular reporting. Investing in data analysis training is also valuable to enable the team to interpret results effectively.

However, implementing KPIs may face various challenges, such as employee resistance to a new measurement system or a lack of resources for effective monitoring. It is important for the management to be prepared for effective change management, providing the necessary support and motivating employees to engage.

The implementation of KPIs is a dynamic process that requires constant monitoring and adjustments. As data is collected, the company should actively analyze results and take corrective actions when indicators point to potential issues. It is a continuous improvement loop that allows adaptation to changing market and organizational conditions.

5. Technologies Supporting Lean Efficiency Monitoring

Implementing modern technological tools not only facilitates data collection but also supports analysis, interpretation, and quick response to changing business conditions.

Technologies enable the automation of data collection, eliminating human errors and increasing measurement accuracy. Automation allows for continuous monitoring of selected KPIs, which is particularly crucial in areas where a rapid response to changing conditions is key.

The introduction of Business Intelligence (BI) systems is a step towards more advanced data analysis. These systems enable the collection, processing, and visualization of data, making it easier to understand trends and identify areas for improvement. BI becomes an integral tool for companies aiming for effective KPI management.

Internet of Things (IoT) technologies introduce new possibilities for real-time monitoring. IoT sensors and devices enable the tracking of production processes, monitoring machine conditions, or workplace environments. This means that data is not only collected at specific moments but continuously, allowing for ongoing analysis and quick responses to potential issues.

Big Data analysis is also a crucial tool. Large amounts of data can be analyzed to uncover hidden patterns, leading to a better understanding of processes and the ability to identify areas for optimization. Advanced data analysis algorithms support fact-based decision-making.

Enterprise Resource Planning (ERP) and Customer Relationship Management (CRM) systems should also be considered. These systems provide comprehensive solutions for managing processes within a company. Integrating these systems with KPIs allows for a fuller understanding of the impact of operational activities on customer relationships and the overall efficiency of the company.

6. Summary

In summary, measuring effectiveness through Key Performance Indicators (KPIs) not only allows a company to precisely identify areas for improvement but also becomes a crucial motivational tool for employees. The implementation of KPIs is a dynamic process that requires continuous monitoring, adaptation, and response to changing market conditions. Introducing technologies such as automation, Business Intelligence (BI) systems, or the Internet of Things (IoT) further supports effective Lean management, providing companies with the ability to quickly respond to changes and achieve operational excellence.

Spis treści:

1. What is a development/training program for managers?
2. The role of managers in an organization
3. Why invest in manager development?
4. PEAK – what is it? Objectives and description of the program
5. What will a manager participating in the PEAK program learn?
6. Effects and benefits for participants and employers
7. Summary

1. What is a development/training program for managers?

A development/training program for managers is a comprehensive action plan that focuses on the individual needs of managers and aims to improve their effectiveness in their management position. It is a structured and purposeful approach to developing the skills, competencies, and leadership abilities of managers in organizations. Development programs often include a variety of methods and tools, including training, workshops, mentoring, coaching, or development projects.

By participating in a development program, a manager can acquire new or expanded knowledge and skills that will significantly help him or her to effectively manage a team, build effective relationships with subordinates, or make sound decisions and achieve better business results.

2. The role of managers in an organization

Managers play a key role in an organization. They perform essential functions, through which they influence many areas of the business, among others:

• Team leadership – managers are responsible for effectively leading a team or teams of employees, they are tasked with motivating, supporting, or supervising them. In addition, they plan, organize, and coordinate the work of the team, while ensuring its efficiency,
• Resource management – they are also responsible for managing the several types of resources that the organization has, including people, time, materials, technology, or budget. They take care of their optimal allocation, utilization, and operation,
• Communication and interaction – play a key role in communication both inside the organization (employees) and outside (customers, suppliers, and other stakeholders). They are tasked with effectively communicating goals, expectations, and information, establishing, and maintaining relationships with subordinates and business partners,
• Problem solving and decision making – at work they often encounter various challenges and problems, their role is to identify them, analyze them, generate solutions, and make sound decisions. They need to know how to resolve conflicts, manage risks, or make decisions based on available information,
• Subordinate development – through training, or regular employee evaluations, managers influence the development of their subordinates’ competencies and skills, which contributes to their productivity and motivation,
• Strategic planning – they also take part in the strategic planning process, determining the goals and strategies of the organization and individual teams.

3. Why invest in manager development?

Investing in the development of managers can increase efficiency and improve the performance of the organization. This is because their development improves the effectiveness of team management, decision-making and problem-solving. Having managers with strong leadership skills is certainly reflected in the business performance of the entire organization. Managers are the backbone of an organization’s leadership team, so investing in their development promotes building a strong and competent team capable of effectively managing the organization, making strategic decisions, and representing the organization externally.

A dynamic business environment requires having managers ready for change and new challenges. Investing in the development of managers, therefore, enables them to acquire new skills and knowledge that are essential in the process of adapting to new, changing market or technological conditions.
Managers who receive professional development opportunities feel valued and are more motivated to achieve further success. In addition, the development of managers can affect talent retention, as employees often remain loyal to an organization that invests in their development and advancement and appreciates their commitment. These organizations build their reputation as an attractive employer.

4. PEAK – what is it? Objectives and description of the program

PEAK is an innovative training program for managers, designed to develop their skills and competencies on various levels. Over a period of 9 months, this intensive program focuses on providing both hard and soft managerial skills to meet the demands of today’s business world.

What sets the PEAK program apart from others is its elevated level of practicality and relevance. Instead of focusing only on theory, the program focuses on the practical side of management, providing participants with concrete tools that they can immediately implement in their daily work. As a result, participants gain not only theoretical knowledge, but also practical skills that are essential for success in a dynamic business environment.

PEAK is an excellent investment in career development. Participants in the program can broaden their horizon, acquire neskills,ls and increase their value in the labor market.

5. What will a manager participating in the PEAK program learn?

PEAK provides the opportunity to learn and benefit from the knowledge and experience of experts who are leaders in their fields. By uniquely combining knowledge of Lean Management tools with the development of soft skills, each module of the program provides practical tips that participants can immediately apply to their work. The PEAK program combines these two spheres to provide a comprehensive and comprehensive approach to the topics.

As part of the PEAK program, participants gain a solid foundation in management tools, such as project management techniques, acquiring data analysis skills and effective decision-making. However, the program is not just limited to technical aspects. It also focuses on developing soft managerial skills, such as communication skills, relationship building, conflict management and leadership.

Through this comprehensive approach, the PEAK program enables participants to broaden their perspective on management challenges and create innovative solutions. Participants gain the ability to analyze problems from different perspectives, enabling them to better understand the context and respond effectively to changing business conditions.

Each module of the PEAK program is optimized to provide practical knowledge and tools that can be directly applied in practice. Participants are provided with specific tips, case studies and interactive exercises that enable them to immediately apply the knowledge they gain in their daily work.

6. Effects and benefits for participants and employers

The PEAK program not only develops participants’ managerial skills, but also inspires them to think innovatively and approach problem solving creatively. As a participant in the program, you can expect many benefits and added value for your career. Career development is an active investment in yourself, both now and in the future. The PEAK program offers concrete and practical management tools that you can directly apply to your work. In addition, it also focuses on developing soft skills, giving you the opportunity to practice them with real-life examples.

The PEAK program takes a comprehensive approach to various aspects of running a business and managing a team. It covers areas such as decision-making, problem-solving, calculating return on investment (ROI) and establishing key performance indicators (KPIs). This gives you the opportunity to expand your skill set and understand the entire management process.

As an employer, by investing in your managers’ participation in the PEAK program, you also gain many benefits. Openness to continually expand knowledge within the organization is becoming a strong asset in today’s rapidly changing business reality. The PEAK program provides concrete and measurable results, preparing your employees for promotion to positions of greater responsibility. In addition, the program can contribute to raising or aligning the competencies of the entire management team, which creates synergistic interaction and helps close competency gaps.

7. Summary

As a result, participating in a certified program for managers – PEAK will bring both you as a participant and your employer tangible benefits. You will develop your skills, gain practical tools and become a more effective manager. At the same time, your company will gain qualified managers who are ready to meet challenges and achieve higher business results in an ever-changing business environment. If you are interested in participating in the program, please visit the PEAK tab on our website for more details. If you have additional questions, feel free to contact us directly by email or phone.

Not so long ago, the most important skills for an employer were technical skills related to the position and the work performed in it. Nowadays, however, soft competencies are becoming increasingly important. Increased professions require the possession of certain interpersonal qualities, so it is worth noting the importance of soft competencies, the impact they have on the effective performance of a given employee’s duties, as well as the impact on team cooperation.

Table of contents

1. What are competencies?
2. Soft competencies versus hard competencies
3. Division of soft skills
4. Why develop soft skills?
5. The role of soft skills in effective teamwork
6. Summary

1.What are competencies?

When considering soft competencies and their impact on the effectiveness of teamwork, it is worth starting with what competencies are in general terms. Competencies are dispositions in terms of knowledge, skills and attitudes, allowing to perform professional tasks at an appropriate level. It is also worth adding that competencies, according to the concept of Lean Management, can be improved. This means that if someone does not have a certain competence sufficiently developed at the moment, he or she can take measures to develop it.

2. Soft competencies versus hard competencies

Employers are increasingly looking for employees who have both sets of competencies, both hard and soft. They affect an employee’s performance and the quality of his or her work. They are not at two opposite poles, but rather complement each other.

Hard competencies

Hard skills are measurable, they can be acquired through learning and acquiring knowledge related to a specific discipline, field, or practical skills. Therefore, it can be said that they are more substantive. Confirmation of the possession of hard competencies are all kinds of certificates, certificates, diplomas, or certifications – enabling one to work in a specific profession. Examples of hard competencies include knowledge of foreign languages, possession of a driver’s license, operation of computer programs, or completed studies or courses.

Soft skills

Soft competencies, on the other hand, are more difficult to measure or assess. They can be described as social skills because they are related to our personality and character traits, and concern our behavior in dealing with others, including in the workplace. They allow us to determine our approach to a co-worker, an organization or the duties being performed. Examples of soft skills are communicativeness, time management skills, resistance to stress, or finally the ability to work in a team.

3. Division of soft skills

Soft competencies are often divided into two groups: personal skills and interpersonal skills.

4. Why develop soft skills?

Soft skills are universal

They are not needed for a specific job role, nor are they subject to obsolescence because of a change of job or industry in which a person has previously worked. Soft competencies are useful in any position.

Soft competencies distinguish an employee from other candidates

When applying for a position, where hard skills are at a similar level to competitors, it may be important to have developed personal and interpersonal skills to present yourself in an even better light and increase your chances of getting your dream job.

Soft skills are increasingly valued by superiors

Soft competencies are a decisive criterion not only when recruiting a new employee, but they can prove equally useful for existing employees, such as when several employees are being considered for promotion to a higher position, especially if it is a managerial position. Developed soft competencies are an integral part of the silhouette of a good manager or executive.

Soft skills are unique

All the competencies possessed by a given employee constitute a unique and one-of-a-kind set. It is difficult, if not impossible, to find another person with a remarkably similar set of competencies, so each employee represents a unique value to the organization. Moreover, competencies such as the ability to think creatively, work in a team, or solve problems effectively cannot be automated.

5. The role of soft skills in effective teamwork

Soft skills affect not only the quality of individual work, but also the effectiveness of the entire team. When you are a member of a team, you need to be able to find yourself and build relationships with the other members – this is what teamwork skills are all about. People who can work in a team have in mind not only individual tasks, but also the common goal of the whole team. They are open-minded and accept different points of view and suggestions, support other team members, engage in common tasks, and rely on partnerships. Equally important in teamwork are communication skills, understood as, on the one hand, the ability to formulate messages precisely, on the other – the ability to actively listen. At the same time, it should be remembered that communication is not only about verbal communication, but also about accompanying gestures, body language, facial expressions, and eye contact. Having developed communication skills promotes understanding with people with different personality types. Soft skills such as stress resistance and time management skills, among others, are also welcome in team members. All these skills positively influence the work of the team and contribute to generating better results.

6. Summary

How to develop soft skills in an organization?

If you want to self-improve your soft skills, it’s worth using Kaizen, which is one of the methods of the Lean Management concept, specifically the method of small steps. Its principles may prove useful here, for example, “Problems create new opportunities” or “Correct mistakes on the fly” refer to improving conflict management skills. Another principle – “Take ideas from everyone” refers to the ability to listen actively, and the principle “Use cleverness instead of money” is nothing more than the ability to think creatively, or solve problems, or finally “Improving is never-ending” aims to make it clear that in the case of soft skills, they can’t just be learned, but need to be constantly improved.

On the other hand, if you want to develop soft skills in your subordinates, it is worth taking advantage of the offer of experienced trainers who organize training and improvement courses. Perfectly prepared instructors, experienced, motivating, engaging are the best help. Contact leanidea@leanidea.pl, we will examine the level of competence, propose a training program, and adjust the schedule to the needs of your company and your employees. We will conduct an implementation workshop that will make sure participants have gained knowledge and can useity. Soft skills training will facilitate the emergence of team roles, improve communication between colleagues, increase the commitment of team members and positively influence team integration.

There are currently four generations operating simultaneously in the labor market: baby boomers, Generation X, Generation Y, also known as the Millennial generation, and Generation Z(C). What’s more, the next generation – Alpha – is already slowly entering the market. Each of them has different needs, motivations, lifestyles or approaches to work, so managing generational diversity – including effectively motivating different generations – is becoming increasingly important.

Table of contents

1. Baby boomers
2. Generation X
3. Generation Y
4. Generation Z
5. Alpha generation
6. Summary

1. Baby boomers

This is the oldest generation active in the labor market. Representatives of the baby boomers generation are people born after World War II who experienced political and socio-economic changes in their youth. They began their professional activity in uncertain times, during the period of martial law and the Solidarity trade union protests. According to them, professional success can be achieved through hard work. They are experienced people with a wide range of knowledge. Their main values are adherence to principles, respect for authority and hierarchical loyalty. For the Baby boomers generation, the most important aspect is a sense of stability and security. They are characterized by a low degree of job mobility, and become attached to the organization where they have worked for many years. For this generation, the best motivation for work is stable employment and money. As a rule, they are not interested in additional, non-wage benefits, except, for example, private health care.

2. Generation X

Generation X’s career start took place during the restructuring of the state economy. Due to high unemployment and job insecurity, they accepted job offers that were temporary and required far fewer qualifications than they had. Such a start contributed to Generation X’s fear of losing their jobs and high opinion of job stability. Having learned from their parents’ experience, they work to live, not live to work. This is because they care about both their professional and private lives. They believe that success against a professional background obliges education, the acquisition of valuable and relevant skills. The values they consider most important are self-reliance and self-sufficiency. Generation X are professionals who value tradition and quality. Work itself is a value to them. Like the previous generation, their greatest motivation for work is their base salary. They are also motivated by bonuses, bonuses, commissions or financial rewards. For Generation X employees, non-salary perks are also important, including a company car, training and development opportunities, work comfort (appropriate conditions on the job, organizational culture) and a friendly atmosphere.

3. Generation Y

This is the first generation that grew up under capitalism. The absence of political and social restrictions, the possibility of labor emigration, freedom of speech and religion, and the availability of modern technologies for communicating and processing information were a natural reality for them. The development of the Internet has provided Generation Y with access to electronic knowledge and the ability to communicate with the world, which previous generations did not have. As a result, representatives of the generation feel a great need to use electronic devices, using them for professional as well as private purposes. Generation Y recognizes work as a way to pursue a passion that will enable continuous development. It is important for them to maintain a work-life balance, hence they expect flexible working hours. Unlike previous generations, salary is not the biggest motivation for them. Generation Y values freedom in the workplace.

4. Generation Z

Also referred to as Generation C (from the English word “connected,” meaning networked). This is the generation of the technological and social revolution. Some of Generation Z are still studying and are just beginning their careers. The Internet and electronic devices are a daily reality for them, they are unable to function without them. They are characterized by very good knowledge of foreign languages and high dynamism. They look for jobs both in Poland and abroad. In the work environment, they do not look for stability of employment and avoid monotony. They prefer group work and are multi-taskers. Work life balance is one of the most important motivations for them. They want to explore the world and will not be willing to stay at work after hours, so they need flexible working conditions. They also expect regular feedback from their superiors. Representatives of this generation are focused on results, so in their case rewards should be closely linked to specific achievements and they should be constantly stimulated to work.

5. Alpha generation

This is the first generation born in the 21st century. Raised with computers, tablets and smartphones in hand, they spend their time mainly on social media. They are great at navigating the web and can’t stand boredom. They’re young people, so many of them don’t yet have their career plans spelled out. When asked about their dream company, they point to ones that offer quick promotions, training, skill enhancement and a good atmosphere. This is a generation that does not want to work in state jobs. A quarter of representatives of the Alpha generation say they want to start their own company. In turn, almost half of them want to work in a corporation with a recognizable brand.

6. Summary

Effective motivation of employees therefore requires taking into account the differences that exist between them and adapting the ways of motivation to their different needs and expectations. Generational differences cannot be ignored because the labor market is constantly changing. New, increasingly younger generations are entering it, whose co-workers are often people much older than them. It is necessary to ensure that their cooperation is smooth, conflict-free and efficient – in accordance with the concept of Lean Management. If you need help, we will be happy to help and conduct lean training on managing generational diversity for you.

Identifying the training needs of employees is a key element of the entire training process. The end result – and, consequently, the acquisition of relevant, missing knowledge – depends on it. Needs analysis provides the necessary information to create a training program that meets the needs of the company’s employees. Only then can you move on to implementation workshops or lean training.

Table of contents

1. Where does this need come from?
2. Participants taking part in the identification of training needs
3. Methods of identifying training needs

1. Where does this need come from?

The process of identifying training needs is driven by employee issues. This can have several different variations. The first is when we in the company notice that employees give signals about their doubts and look for another job. While the second option refers to the moment when we as managers, managers notice the potential of an employee wanting to promote him, but he lacks adequate competence. Both one and the other situation gives an impetus to conduct a training needs analysis to be able to properly plan a training program. This can be done intuitively, but unfortunately it can miss the real needs. The result of conducting an analysis will be to identify the problem and determine which of them can be solved with training, and which need to be approached in an unusual way. It will allow you to determine the most effective course of action and direct the entire training program, which will result in work results. Diagnosis of training needs makes it possible to identify competency gaps and indicate the correct way to develop the knowledge and skills of trainees. This approach makes it possible to define the objectives and content of the programs, along with the collection of materials needed to create the training.

2. Participants taking part in the identification of training needs

The key to the effective operation of the process is the joint meeting of a sufficient number of competent people, whose knowledge will allow them to collect all the necessary information about the company and employees and present the necessary documents. Ideally, the team should include people from both inside and outside the company. An example team consists of:

• Senior management/management – people who have the right knowledge.
  and observation of employees “from a bird’s eye view” and can determine situations from the point of view of the company – its strategy, plans and financial situation.
• HR – people with direct knowledge of past training and areas that should be improved. And also, the HR department has information from the employees themselves.
• Lower management – people who are managers in their teams are best able to assess the competence of their employees and limp areas at work.
• The trainer/external company – this is the person who is responsible for gaining valuable information to help lay out the correct training cycle. After the meeting, he or she proceeds to analyze, draw conclusions and contact authorized persons to make decisions.

3. Methods of identifying training needs

There are several methods for identifying training needs, which you should choose according to your preference and ability to use. The most used include:

• Analysis of the company’s internal documents – it is worthwhile to analyze the results of employees’ periodic evaluations, strategies, company goals, structure, and organizational culture,
  and job descriptions.
• Interviews – conversations with relevant people with knowledge of company operations and employee needs are essential. They also help to clarify and supplement information.
• Employee observation – involves looking at the work of a particular group of employees in order to see the real state of affairs and to be able to look at the problem from a third perspective.

These are just three of the methods listed for diagnosing training needs, but each provides the information you need and can be used together. The most important thing is to achieve the goal.

Through the analysis, the discrepancy between the current state and the desired state that the company wants to reach is revealed. Before starting, it is important to remember that this is not a one-time activity, but a process that is carried out continuously and at all stages of training, in order to be able to finally evaluate the effectiveness of the study. Therefore, issues related to identifying training needs are very important in today’s world.

Our company also conducts lean audits on training needs research. We can help you conduct an effective diagnosis of your company’s training needs within a few meetings! We will help you work in accordance with the concept of Lean Management. All interested parties are welcome to contact us directly.

Mentoring is a form of effective training and adaptation of employees. It is based on the exercise of care during the development of competence and the implementation of the professional path of the trainee. Mentoring is support, care, devoting time to the person developing his talent.

However, it does not refer only to the specific tasks assigned to the employee, as the concept is much broader in its meaning. Effective mentoring should identify itself as a partnership relationship in the professional field. This relationship, to be valuable, should bind a person with extensive experience to an employee with less competence or shorter seniority. Mentoring is designed to benefit both parties involved. The mentor can develop his interpersonal skills, while his mentee can develop self-awareness, and strive to realize his full potential.

Table of Contents

1. The role of mentoring
2. Operating principles
3. Mentoring a Coaching
4. Summary

1. The role of mentoring

The importance of mentoring has developed in response to the need to support employees on the path of development and the achievement of organizational goals. Many factors contribute to the success of mentoring. These include good planning of the various stages of development of the mentor’s relationship with his/her mentee. A key role in the whole process is played by the mentor. His or her professional competence, motivation and willingness to share knowledge and ability to pass it on are crucial to achieving joint success. The two people who share a mentoring relationship must have trust, understanding and forbearance for each other. This is important due to the fact that many obstacles and downfalls sometimes await on the common path to achieve the desired goal. Mentor and mentee do not always manage to get along smoothly on all levels. This is normal, as character differences are natural for people. Skillful mentoring has partly to do with the human psyche. It is also the art of compromise.

2. Operating principles

Through mentoring, the transfer of key information and skills takes place. This is a basic and necessary foundation, the foundation of which indicates the good prognosis of the mentoring relationship. However, it should be noted that mentoring brings with it both more responsibilities and benefits for the company as a whole. These include, among other things, building loyalty among new employees, emerging leaders and supporting older employees.  Mentoring is based primarily on regular meetings. A plan of action should be established at the beginning, and over time progress and goals achieved should be analyzed and discussed. During the meetings, the mentor’s job is to ask questions and listen to his/her mentee. For this, motivation plays an important role. The mentor praises any successes, even small ones, in order to inspire more enthusiasm in his/her mentee and improve his/her self-esteem. The duration of mentoring depends on the needs of both parties, but it usually lasts from several to several months.

3. Mentoring a Coaching

Mentoring is often confused with coaching, but the terms are not synonymous. In both cases, the main axis of the process is the goals set. In the mentoring process, the main resource is the knowledge and experience of the mentor. He is an expert in a particular area and is therefore competent to act as a guide and mentor. In this relationship, the master gives his student quite a lot of freedom in choices and encourages experimentation, while tapping into his own rich resources.  The coach’s expertise refers to the process itself, the tools, and techniques to enable the mentee to achieve the desired results. The role of the coach is not to offer his student specific solutions, give explicit advice or hints on how to solve a problem. His task, as it were, is to ask questions aimed at understanding oneself, one’s needs, and capabilities. The coach is supposed to support the employee, motivate him, improve his self-confidence. A person who is a coach assumes in advance that his charge has all the skills needed to solve a given problem. He must, however, help him tap into his inner source, which for assorted reasons may be blocked, for example, due to professional burnout or low self-esteem.

4. Summary

Mentoring in an organization, in order to have positive effects, must be a long-term project with clearly defined development goals. It requires regularity and persistence on both sides. Mentoring builds a sense of connection, community and trust. It can also be a kind of bridge between generations to enhance the well-being of all employees.

Mentoring in business is the kind of relationship that can bring real growth to your organization. The flow of knowledge and experience creates a new dynamic and thus fertile ground for change. Employees’ creativity can increase, and work methods will improve. Check out the impact and power of mentoring!

Table of Contents

1. Does mentoring always work?
2. What does mentoring consist of?
3. What is the mentoring relationship based on?
4. What are the benefits of mentoring?
5. A good mentor, that is, what kind of mentor?
6. Can a mentored person be a CEO?

1. Does mentoring always work?

As a rule, it will bring the desired results only if it is voluntary. The right attitude to use the mentor’s knowledge makes the cooperation fruitful. Also important is the mentor’s attitude, which should inspire the mentored person to create solutions on his own. Read how this positive relationship develops and what profits you can reap from it.

2. What does mentoring consist of?

This type of experience exchange generally lasts for a minimum of one year, and can stretch as long as three years. Regular meetings and conversations promote better insight into the development of the mentored person. The mentor has a chance to discover the person’s good points, open his or her eyes to certain aspects of responsibilities, make him or her aware of the impact on the operation of the company and other people. The mentor, getting to know the mentored person, can point out the best directions for development, suggest additional courses and training. In shorter words, the mentor or mentee inspires the growth of the mentored person’s potential, increases his or her awareness, self-confidence and proficiency.

3. What is the mentoring relationship based on?

Mentoring should not be confused with couching. The mentor influences the career of the mentored person, deals only with professional aspects. The basis for creating this relationship is a substantive discussion. What counts here is the awe-inspiring competence of the mentor. The mentor shares his knowledge, insights and allows the mentored person to draw from it, creating his own ideas. He cannot directly influence the decisions of the “student,” but as an authority he points out possible scenarios of events and helps put ideas into practice.

4. What are the benefits of mentoring?

When the time comes to implement demanding handouts or introduce new work systems, there is a huge responsibility on the person coordinating this endeavor. Getting through such a challenge is the result of one’s own work, but it is useful to have a mentor as a backbone. This is a consultant who helps respond to events and weave plans. Mentoring as a tool of Lean Management in the Lean method suggests how to improve processes and how to solve problems. A mentor’s experience in similar projects is invaluable. The master’s gaze gives courage and motivation to the student, who can easily systematize his past experiences and learn from them.

5. A good mentor, that is, what kind of mentor?

It is difficult to become a mentor overnight. It is important to have the right industry competence, but also psychological competence. A mentor should inspire confidence with his knowledge and attitude. He builds authority not only based on experience, but also through self-reflection, which allows him to be a more knowledgeable person. A mentor is supportive, suggests directions and ideas, but does not judge or hold accountable. He allows the mentored person to act in his own rhythm and improve his work, with the help of acquired advice. With the mentor’s input and expertise, new ideas are generated, but it is not the mentor who creates them. The initiator of change is directly the mentored person.

6. Can a mentored person be a CEO?

Of course! Even an experienced leader will appreciate the opportunity to receive feedback from a competent person. Consultations carried out with a mentor can be specifically about a certain part of the business, the introduction of new working methods, or concern the entire operation of the company. Mentoring gives you a good discussion and brainstorming partner, and this allows you to find the best solutions. Looking from the outside and combining the experiences of two people gives the proceedings a more solid foothold and gives new energy to the development.

Parental leave, secondment, or transfer between departments – we demand more from employees, returning after a long break. What is reboarding and why should it be used?

Table of Contents

1. Return of the employee to work – reboarding
2. Reasons why re-introductory training is important
3. How to make re-boarding a success?

1. Return of the employee to work – reboarding

Welcoming a person back after an extended leave of absence or re-hiring an employee improves the employer’s image and internal confidence in the employer. In addition, returning employees feel appreciated and quickly integrated. It is advisable to take advantage of this positive attitude and guide them accordingly, dispelling any doubts from the first moments after their return. With a solid introduction to procedural and team changes, we can count on greater employee engagement. You will find that good reboarding improves the dynamics of the entire department.

Training new employees is standard procedure in any industry. Welcoming, showing the workplace, discussing the tasks facing the new person and, of course, introducing the team. Reboarding is based on these pillars, but the implementation is shorter.

When do we have to deal with reboarding?

• Return from parental leave / unpaid leave
• Changing jobs, or returning to an old employer
• Change of job position inside the company
• Long illness

2. Reasons why re-introductory training is important

Changes, changes, changes. We don’t notice them on a daily basis. They are so subtle or obvious to us that we quickly forget that we worked differently yesterday. When introducing an employee who returns to the plant, we assume that he knows the company, his job, the program in which he will work, we think he remembers everything. And yet today the world of work is changing faster than ever before.

The most common and largest changes include:

• Structures and processes

Basic workflow procedures change sometimes many times a year. A few small changes over time are sometimes a 180-degree reversal of the operation of the films. Process changes entail a transformation of the entire structure, as well as the nature of individual jobs. Reboarding helps employees learn about these new relationships. It allows them to see themselves in the communication processes, work processes, or structure of the company.

• Responsibilities and tasks

Over time, the responsibilities associated with a position change. What follows is a flow of responsibility within the team, and the hierarchy may also change. New responsibilities also affect who we work with and define the forms and channels of communication. In this case, onboarding again provides important information regarding interaction within the company’s team.

• Colleagues and superiors

If an employee returns to a company after a long break, it doesn’t mean that former colleagues and superiors are still there. In a fast-changing business, returning may mean working with a whole new team. As with a new employee, it is necessary to bond, gain acceptance and fit in with the team.

• Expectations and goals

The entire corporate culture does not necessarily change, but adjustments and changes in direction take place regularly. New business or departmental goals, different customer expectations, changed supplier requirements – all of these aspects should be thoroughly discussed during re-boarding. The idea is to update the employee’s knowledge.

• New work system

Sometimes, in an effort to improve processes in line with lean concepts, a company changes software and ways of communication between employees. Such technological moves affect the entire functioning of the team. They create a new network of cooperation that needs to be understood in order to start operating in such a changed company.

3. How to make re-boarding a success?

Any change in the functioning of the team is important. Regardless of whether the new employee is familiar with the team, he or she should be introduced in a controlled manner. A well-planned relaunch ensures that employees cooperate more quickly and strive for first results with satisfaction.

Tip 1 – Openly and clearly communicate that this is a “new start”

Often employees returning after a long break think they can just continue where they left off. To avoid confusion and disappointment, clearly communicate the new rules. Explain why you are conducting re-training. Inform them that it is not related to the employee’s qualifications, but serves to illuminate the changes. After a thorough meeting, doubts disappear, acceptance and commitment of the returnee increases.

Tip 2 – Discuss all changes

Before meeting with a returning employee, make a list of all the changes that have occurred since the employee left. Priority should be given to things that directly affect the employee or his work area. After that, we can familiarize him with changes in other departments so that he feels secure in the new structures.

Tip 3 – Give the returnee enough time

The fact that an employee returns and is already familiar with the position does not mean that when he or she returns from day one everything will work as it did before the break. Returning always requires finding oneself in a new situation and rebuilding habits from before the break. It may take some time before the employee is as productive as he once was.

Tip 4 – Remain available for questions

Many returnees are initially very confident. They want to show how fast they learn and how much they remember. They are ambitious and courageous. To capitalize on this positive enthusiasm, offer help and answer questions as they arise. Another method may be to assign a returning employee a mentor or contact person. Such a solution greatly speeds up the implementation into the daily operation of the company.

Wondering how to conduct such a meeting? Learn about a lean technique – TWI, which increases employee satisfaction and productivity. Sign up for open training and apply proven management methods in your company!

“What, change again, should we work differently again? Such reactions and resistance in employees must be faced by employers, because most people do not like change. – How to react to them? How to help employees?

If you know the typical phases of the change process, you can better support your employees in dealing with new challenges. This knowledge also increases your confidence as a leader.

Table of Contents

1. Phase 1 – Rumors
2. Phase 2 – Expectations and fears
3. Phase 3 – Defensive reactions
4. Phase 4 – Questions and fear of failure
5. Phase 5 – Acceptance
6. Phase 6 – Becoming convinced of the new
7. Phase 7 – Evaluation

Phase 1 – Rumors

They always appear, even before the official announcement of the planned changes and cause anxiety in the organization. It is often difficult to avoid. That’s why it’s important to talk to your employees as a leader and agree with them on the rules of the game for dealing with an unclear situation.

Phase 2 – Expectations and fears

Once you have officially announced information about the upcoming changes, you should focus on meeting with people. You need to explain to them the goals and reasons for the changes. People understand that not everyone can be involved in creating a vision for the future. Nevertheless, it is necessary to listen to what expectations they have and what they fear. This is where direct contact between the leader and employees must not be lacking.

Phase 3 – Defensive reactions

After the initial shock, the affected people show anger and rage. The result is defensive reactions, which sometimes even lead to higher productivity. Because employees want to prove that change is not needed. Now we have to argue that change is still necessary and inevitable.

Phase 4 – Questions and fear of failure

Employees ask themselves: what does the change mean for them? What challenges are looming? Will they be able to cope with them, and if so, how? Most of the people involved cannot yet assess this. Therefore, it is important to help them get through this state of uncertainty. Explain what their role will be in implementing the new resolutions.

Phase 5 – Acceptance

The biggest challenge is the moment when people realize that there is no turning back. To convince them to accept the new, it is important to appreciate the old. Employees need time and space to “mourn and say goodbye” – for example, during group meetings or one-on-one conversations with a supervisor. This is the moment when you need to give people time.

Phase 6 – Becoming convinced of the new

Energia skupia się na nowym dopiero wtedy, gdy pojawi się przekonanie. Teraz należy wzbudzić ciekawość, doceniać ich zaangażowanie, zapewnić pracownikom niezbędną wiedzę i umiejętności. To dobry czas na wymianę doświadczeń, informację o podobnych przeprowadzonych z sukcesem projektach, na spotkania warsztatowe, które pomogą wprowadzić poprawki i usprawnienia zmienionego procesu.

Phase 7 – Evaluation

The new will gradually become normal. The experience and learning gained will give employees confidence. As a result, productivity will increase well beyond the original level. Now is the time to evaluate the process: What was the biggest challenge? When and where was it difficult? Where have we had failures and where have we had surprising successes? What worked well? What do we want to transfer to other departments or processes? Every person and organization, according to the Lean Management concept, should learn from experience so that future changes can be even more manageable.