February 15, 2012

Hoshin Kanri and Employee Engagement.

With the presentations on Hoshin Kanri and Balance Scorecard technique of policy deployment, i have got a better and clearer understanding of these principles. With this knowledge, i will tend to stick to the side of Hoshin Kanri principle. Among the other reasons why i believe this principle is better is the opportunity that it develops or rather it encourages employee engagement.

Employee engagement can be seen as a combination of commitment to the organisation and its values and goals.....employee engagement rises above the desire for job satisfaction or motivation. every employer would want an active and engaged workforce because they deliver business performance , so responsibility lies on the employer to provide these levels of engagement (CIPD).

With Hoshin Kanri focusing on the whole organisation by communicationg the shared vision down from management to the shop floor reiterates my point of it being a more suitable approach to policy deployment.

For me, deciding to get up everyday and go to work with a broad understanding of what the purpose of working is as well as what goals i am trying to achieve would enable me to give my best everyday.

Nita Clarke of the employee engagement taskforce says people especially young people are not prepared anymore to just hang their brains on the door whenever they come into the organisation and do whatever the boss tells them to do without a clear path of what and where they are going.

So if organisations bear this in mind and use policy deployment principles such as Hoshin Kanri that develops a culture of involvement down to teams and sector levels by making them understand the values and goals of the organisation, i think it would go a long way in helping them achieve their objectives.





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