HRO in relation to other methods

2012-04-18 16.02.51

We regularly get questions about the relationship between HRO and other methods and practices.

“Where does HRO connect and where does HRO really differ?”

“What more can we expect from HRO than from ….?”

As HRO Academy we are constantly working on these kinds of questions. For example, we recently had a workshop with a Lean Consultancy firm to enter into conversation with each other and with customers and to see where Lean and HRO might complement and reinforce each other. Lean focuses on improving processes in organizations, so that the least possible time and energy is wasted on things that are not directly related to the production (Lean calls that Customer Value). It is about organizing in a smarter, more effective and more efficient way. Lean is not about employees, not about the interaction between employees and the organizational culture. These non-technical skills are, as we have experienced, surely of great importance for the success of a company. In industrial and manufacturing environments, these non-technical skills have major impact on safety, reliability and the prevention of unexpected events.

Besides Lean, and the also more statistically oriented Six Sigma method, there are other methods aimed at a better performance. Thus, Andr√© de Waal has made five qualifying factors for successful companies evident on the basis of several hundreds of scientific studies: the quality of management, quality of staff, the long-term focus, the focus on action and continuous improvement. De Waal calls the organizations that comply with these qualities: HPO (High Performance Organizations). However, HPO does not enter into non-technical skills of employees, not into communication and not into the organizational culture. HRO now DOES focus on the way in which you can establish improvements in the performance (the ‘how’ question). In this sense, HRO is a continuation and further elaboration of the HPO thinking of the Waal.

Another much heard catchword is Resilience Engineering. This concerns in particular the resilience needed to be back in control as soon as possible after a disaster. The more time elapses until the organization has recovered, the higher the cost. Resilience is also part of the HRO ideas. In essence Resilience Engineering focuses acting effectively after a disaster or unexpected event. HRO focuses more on human behavior within organizations, which, on the one hand, leads to fewer unexpected events and, on the other hand, to an increasing ability of the organization to adequately deal with such an unexpected event.

Discussing HRO and other methods takes place in our specialist workshops. Consult our calendar.

Anyway, in the range of in-company activities we offer, we will always look at where HRO touches methods and models you have already implemented. We believe that to be very important, because otherwise it does not make sense to your employees.