Workflow Automation

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Accordingly, once the right person has been hired, it is important to empower them, another basic human resource principle. Gnutome was hired and given the authority to make the necessary changes for the transition, and ultimately it was his direction that contributed to the success. He was given the autonomy he needed and the support/information he needed to push the transition and act as he saw fit to get things done.

The success of the automation workflow can also be attributed to the training program that was designed to demonstrate the benefits of the new system to employees. This is another aspect of a human resource principle; investing in the people hired. Granted, the training could only be completed at certain times of the year due to business pressures. Thus, B-AC offered on-the-job training, which wasn’t the preferred option as it interfered with day-to-day business, but had to be done in order to get staff up and running in a timely manner. When workers are undertrained, it costs firms two very important things: time and money, both of which are extremely valuable and wasting either one is unacceptable and harmful to the firm’s success.

A part of investing in employees can be tied to the basic concept of human needs, one of the human resource assumptions. If employees drive the success of the company, then it is fair to say that the employees need to be provided with the right tools in order to succeed, and by succeeding, they are satisfying their individual needs for self-satisfaction/gratification. “People and organizations need each other. Organizations need ideas, energy, and talent; people need careers, salaries, and opportunities.” (Bolman & Deal, 2013). While the decision to go paperless may not have been driven solely by the opportunity to alleviate some of the workload from employees, it certainly aided in making the workplace more efficient and allowed employees to gear their attention to other important tasks where human interaction is more valuable.

Before the transition, the employees of the firm were seen as tools or objects whose only purpose is to do work and follow orders, rather than as human beings and assets. Once a note was taken that the employees need to be well-equipped in order to be efficient and succeed, the shift was made from employees being tools/objects to being assets. This issue was identified, and then suggestions for solutions were put into place in order to move from theory to reality and implement the new norms. Tools and objects cannot adapt to changes, humans can. “The staff saw the benefits of this system and many quickly adopted these practices.” (Dykman & Davis, 2012).

By combining a sound structural frame with a sound human resources frame, B-AC was able to overcome the many challenges that arose during the transition to a paperless office. Mainly noted in the case, was “encouraging contributions and suggestions from staff members and improving the morale of the staff. These staff members were then able to demonstrate the benefits to the Principals who previously had rejected the new system.” (Dykman & Davis, 2012). The combination of both lateral/horizontal and vertical coordination most certainly contributed to the success of the new automated workplace. Raising the morale of the staff allowed them to work smarter, not harder, and more efficiently; at the same time, Ms. Notwilling who was skeptic at first and hesitant to use the new system, became a fan and unquestionably supported the decision.

REFERENCES

Bolman, L.G. & Deal, T.E. (2013). Reframing organizations: Artistry, choice, and leadership (5th ed.). San Francisco, CA: Josey-Bass.

Dykman, C.A., & Davis, C. K. (2012). Addressing Resistance to Workflow Automation. Journal of Leadership, Accountability and Ethics, 9(3), 115-123.