Operations,Support,Staff,Some, business, insurance Operations Support Staff
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Some businesses and businessmanagers view Operations (the functions and people who produce revenue) asbetter than every one else. Some firms recognize the critical and complementaryrole played by those not directly involvedin Operations. For most of my life, I worked in Operations, and it stillinfluences my thinking. I always want to know the impact a decision will haveon the operations and operators of the business. I make sure that our solutionsat FireStarter Speaking and Consultingare focused this way. Most of the leaders we work with are operators. Unfortunately, some of themdont have a high opinion of non-operators, also called functional staff. Thiswould include the departments of Accounting, Human Resources, Equipment, IT, Marketing,and Sales. There may be others; you get the idea. In my experience, Ive seen two types of functional staff people: administrative and operational. Lets look at Human Resources. The administrative HR person is well-versedin the rules and regulations of the business. They understand employment lawand benefits. They do what they are asked to do and may not step too faroutside their box and the business cant live without them. Operational HR workers are focused onkeeping the company moving and growing. They want to improve the business, so theymake decisions with an eye toward the future. Operational HR folks may show upin the field or on the shop floor at any time, working to build relationshipswith Operations personnel. In the short term, a business can live without them. Operational functional staff personnel become strategic advisors to theleadership of the company or division. A good leader in Operations wouldntdream of making a decision without consulting his or her operational functionalstaff. Titles are illustrative here. For example, a VP of Human Resources comparedto a Benefits Administrator. Over in Finance, we see the CFO as opposed to the controller. Let me be clear that we need both typesof functional staff for a business to be truly successful. The absence ofoperational staff doesnt doom a business to failure, but it is almost aguarantee that it will not achieve all it is capable of. Those in Operationsneed the advice and counsel of operational staff so they can make betterdecisions, but they dont always ask for it. Sometimes, they just need to bereminded to reach out to the very capable staff already on their team. Butoften, a functional staff member is able to offer only administrative support--notoperational. This can lead operators to virtually ignore their staff. Thiscreates a downward spiral of lower expectations of staff--which they will thenlive down to, thereby creating still lower expectations. It doesnt have to be this way. Employees at all levels and in all areas of thebusiness benefit from continued development. Operators need to lead not only Operations,but functional staff as well. Often, staff stays in the administrative role becausetheir superiors havent informed them of the opportunities they were missing.Additionally, there are conventions and meetings of associations that focus preciselyon the professional career development of functional staff. (The Society ofHuman Resource Managers [SHRM] is one of the best professional associations. Ifyour HR person hasnt been there in a while, or does not attend at the localchapter level, why not make that happen? It can prove advantageous for both ofyou.) There will always be some tension between operations and staff, but it need notbe negative. And it can be harnessed and used to further the company whendedicated professionals are willing to work together. But it will causeproblems when there is a mutual mistrust or dislike between the two sides. Foryour business to reach its optimal success, these issues must be addressed. Smallerbusinesses may not be able to afford certain types of staff and support, butthe roles must be addressed. External consultants can help, as can industrypeer groups or inside employees who wear multiple hats. The competitive andregulatory environment of the early 21st century demands a moreenlightened and sophisticated approach. Recognizing the administrative andoperational needs of the business is a key part of that new approach.
Operations,Support,Staff,Some,