In business, there is an emphasis on employee retainment, and there isn’t much discussion about the kind of employees needed to build a business compared to the kind of employees needed to maintain a business. The type of tasks completed by both tend to encompass different realms, one is based in creation, another based in routine and consistent application.
An operations manual or SOP (standard operating manual) is useful for defining and evaluating what your business currently does and how well it performs. This in depth evaluation lets one see what is going on in practice instead of how the business runs from the limited view of management.
In order to build an operations manual, one needs to look at several processes in order to establish a baseline of the way in which the business currently runs. This begins internally and later incorporates external contractors in order to form a more complete understanding of the processes. Look at:
- the way in which the employer and each major employee believes the system works.
- The way in which the contractors who work for your company believe the process works.
- The differences and similarities between all these accounts.
- The way the process should work according to standard processes at other sucessful major companies. In the end, the process should work in the way that will be easiest for the company to maintain, remember and use while being able to provide a high level of service with minimal administrative issues. The process should be repeatable. Human error is normal and can be reduced over time with employee training.
When looking at these systems, consider the following:
- Who is involved? These are your stakeholders. Consider customers, your company, your employees, companies you contract with, and anyone you indirectly affect. Of these people, who has the ability to affect what and how you perform tasks needed for business?
- For each task:
- How important is this task? Is it urgent?
- Who is involved?
- How involved are they?
- What are the requirements to complete the task? Use metrics that are defined analytically or are countable instead of using descriptive adjectives that vary from person to person.
- What are the stakeholder’s expectations and current understanding of the task/ process?
- What is the standard at which relevant stakeholders should understand the current process?
- How does one bridge the gap between what is currently done and what the expectation and standards are?
Once you have this information, what do you do with it?
- Determine what level of detail is needed for each operational guide.
- Some guides are intended for quick reference and should contain the bare minimum needed to complete a job. Have several people read over this reference to make sure that it makes sense to someone unfamiliar to the process.
- Some guides are intended for in depth teaching of a process. These should contain the main points as well as plenty of detail to explain each process without detracting from the main point. If this gets too long, cite a reference resource that can be used later.
- Some guides are a linear outline meant to serve as a high-level reminder of the process structure.
- Build your guides around current and future users. Planning is either preventative/ future oriented or reactive. Preventative planning predicts and adapts for future needs while reactive planning is done after the fact, such as in reaction to an issue which needs a solution now. Predictive planning can also be considered risk management as one evaluates future risks and opportunities in order to complete this.
- Create a master list of the relevant processes and break this down into the smallest possible tasks. One needs to know what is involved with each task otherwise details will be missed and misunderstandings ensue.
- Do not assume anything is clearly understood when creating the manual. After the draft is finished, test it out on the employees. There will be differences between how a process is written out/ assumed to work and the way it is followed through in real life.
- There will be an adjustment period while this process is standardized and adopted. One can also do an evaluation for which processes add value (bring in income) to the business and which processes are done out of habit, but do not help maintain/ grow the business.
When developing your operational manuals, these points will get you started. For assistance in forming a more in depth analysis and understanding of your business process, please contact me to get started!