Process integration is conceptually similar to team integration but focused on bringing order to procedures for the sake of continuity and consistency of performance. Process integration seeks to standardize the approach, the execution, and the outcome of every critical function of a company’s operations.
Standardization not only creates repeatable quality, but it also sets the stage for exceptional onboarding practices and cross training opportunities. While there’s nothing wrong with a certain amount of hands-on training for new hires, there’s a diminishing return on marginal employee satisfaction if 75%-100% of new hire training is hands on. Documented SOPs (Standard Operating Procedures) set the foundation for creating a solid training program in which new employees can find a systematic approach not just to learning but being set up to succeed. Imagine the difference between having a positive training-based success in the early days of a new start versus the frustration and potential humiliation of a premature failure. New employees will leave under toxic and dysfunctional new hire environments.
The opportunity to cross-train employees, where it makes sense, can lead to productivity continuity by filling resource gaps quickly. In many cases, cross-training beats temp or contract hiring by holding the culture intact and avoiding the time loss associated with short-term replacements. These scenarios also help the crossover employees feel more valued within the teams they serve. It creates a “hero” mentality of sorts, not to mention a stronger connection with the priorities of other departments. How much value does an employee add when they feel like a hero? Immeasurable! On several occasions, I’ve heard cross-trained employees exclaim, “I had no idea that’s what you guys did”. This awareness can change the dynamics of departments that have adjacent functions with one another. Employees with this level of awareness often (stop) doing things to inadvertently make other departments feel disrespected or underappreciated. Employees will also (start) doing things to create natural production synergies simply because the understanding is there to know the difference.
The end goal of process integration is consistent quality. There will always be a powerful correlation between the quality within an organization and the quality without. Do not shortcut your standard operating procedures because the care you take to define and inspect internal standards speaks volumes to your employees. This care will be translated and integrated into the service standards and quality that your clients experience.