Ilic Management Consultants

Strengthening the links between people, productivity and profits

About Principle Consultant

Arno Ilic

Principle Consultant

Arno is a results oriented professional who has 25+ years progressive experience in all aspects of Human Resources and Operations’ Management. He is a decision maker and team leader with a focus on the bottom line who has the unique ability to assess any problem from a variety of perspectives and an ability to connect with people at all levels of the organization.

Expert in:

Human Resources

Decision Maker

Decision Maker

Team Management

Operations Management

Life Coach

Ilic Management
Consultants

With over 40 years of varied experience from Human Resources, Management Operations and Industrial Engineering. Arno provides companies with the knowledge and skills needed to achieve your bottom line. Management benefits by their ability to empower employees with the tools needed to meet their goals.

Professional Expertise

PERFORMANCE

When it comes to performance, the easiest and quickest way to measure on a macro scale is to view the incoming costs vs the selling price of the outgoing commodities. We tend to look at performance on an individual and departmental basis, sometimes missing this critical performance measure. Many managers’ performance bonuses and salary increases are tied to how they have performed. Therefore, it is not uncommon to see managers and directors put a positive spin on their departments. When you start adding up the plant’s overall performance, a different picture might emerge. You may notice that the total expenses incurred in a month do not equal sales volume. Yes, there are many workstations with unfinished products along the way. This, in itself, is not bad. However, manufacturers need to know how costs can be reduced so that the output is closer to reality. Every unfinished item (including raw materials) is a cost. In times of low-interest rates, this may not be critical, but it needs to be addressed before interest rates are high. When better to do this, while interest and productivity are low.

LEADERSHIP

There are many aspects to leadership and how to measure them. Too many times, we look at the results without anything else. Results by fear are short-lived. Sometimes they work long enough for a manager to be promoted based on those results. We think this person is great while the next manager has to clean up the mess of the previous manager. Their numbers tend to not look good in the first year. The company may view this as a hiring mistake. That is why it is essential to look at other factors. For instance, are employees engaged in what they are doing or just going through the motions? What is absenteeism like in comparison to other departments? Is the manager perceived to be fair in their dealings with all their employees? Are great performances rewarded or recognized?

POLICIES

Many companies have policies and plans. How often are they followed? Companies with Strategic Plans of 50 pages or more never see the light of day. Indeed, a waste of money. Policies and Operating Procedures should be audited regularly, ensuring that they are being followed. Too often, I have seen supervisors using “end-around” to navigate outdated or just plain wrong procedures. What should happen is that these practices and policies need to be updated to reflect the proper methodology. A customer complains that their product is defective. An investigation occurs, and the “offending” employee is found. They are told, “Don’t let it happen again.” Surprisingly, a couple of months later, it happens again, and the employee is reprimanded when the real culprit is the wrong procedure. It should have been made mistake-proof.

Change Management

  Business Analysis

  Communication Plan

  As is Analysis

  To be Analysis

  Needs Analysis

  Impact Analysis

  Gap Analysis

  Risk Analysis

Labour
Relations

  Arbitration Preparation

  Dispute Resolution

  Management Consultations

  Labour Relations Policies

  Attendance Management

  Contract Interpretation

Performance Management

 

 Provide Measurable Goals

  Leadership Coaching

  Engage Frontline Leadership

  Focus on Results

  Empower Creativity

  Audit Policies

Frequently Asked Questions

How are you measuring productivity?

Performance is easily measured when you know what you should be measuring. Start by defining your objectives. Then ensure they are reasonable and measurable. If you cannot measure your goal, it is not a goal worth having. Performance plans should include measurable results. Regardless of whether you measure an assembly line or the Human Resource Department, everything can be defined.

Are your performance plans in alignment with your strategic plans?

Everything flows from the strategic plan. A failure to have a strategic plan is like having a car and not knowing the direction you want to go in. That means your outcome may not be what you thought it would be. The strategic plan is the first step in determining where you are going. Your Vision and Mission statements are incorporated into that undertaking. Determine your budget. How much is it going to cost you to implement the plan? Which departments will be responsible for what portion? What measurable objectives will each department be assigned? Then the performance plans can be designed,

Are you unsure of how to proceed with performance issues?

Many people fail to properly inform their employees of their expectations. When they do not perform to expectations, only then do we notify the employee of our displeasure. Employees need to be given clear instructions on what their performance measures are. Management’s performance should be in writing, including what is being measured. If performance bonuses are involved, a scorecard should be kept to know what levels of achievement are required to meet those objectives. When it comes to assembly workers, work procedures should outline the number of units expected per hour, the quality required, the parts’ layout to be assembled, and when parts should be replenished.

Do you have initiatives that need to be implemented and no one to lead them?

Some companies have a plan but no one to carry them out. Companies, for the most part, are running relatively lean these days. There may not be sufficient bandwidth or the right skills to implement the changes needed. Rather than hiring someone full-time and having to let them go down the road, an alternative may be to link up with an outside source to set up your action plan. We at IMC have the know-how to assist you in that.

Are you planning changes and don’t know how to get your message across?

A lack of a good change management plan is the primary source of failure for implanting new ideas or procedures. There are so many aspects that go into a good change strategy. It is not sufficient to know where you want to go; you also need to manage your employees’ fears and concerns. Let’s face it, nobody likes change. Change is uncertainty, and when people are uncertain, they become anxious. So, how do you manage change? A strong communication plan is needed. The roll-out should be part of the planning phase, so by the time you are ready to implement, so should your employees. Determine the training you need to get from the “as-is” stage to the “to-be” state. Assemble a team that has clearly defined roles to engage employees in the upcoming changes. A change curve should provide the Project Manager with a roadmap for developing learning and information stages for the affected employees and their department leads.

Are labour issues such as absenteeism or disciplinary actions hitting road blocks?

It is vital to have a proper Human Resource Policy that addresses progressive disciplinary procedures and absenteeism issues. These two issues are not the same and should not be treated comparably. For instance, there is usually a clearly defined line with disciplinary cases regarding what is acceptable and not. The only piece missing is the quantum of discipline under varying circumstances. Absenteeism, on the other hand, is usually seen as innocent of culpable behaviour. Therefore, the thrust is to have the employee aware that they are below the norm in attendance and commit to regular attendance. Should this fail, the onus is on the employer to determine if the prognosis for consistent attendance is foreseeable. Accommodation may also be required if the employee is permanently disabled.

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