Irving Healthcare Plan

RESOLVING THE DEMAND/RESOURCE CHALLENGE

The demand/resource and employee contribution challenge has three possible solutions. First, reduce Irving Healthcare Plan: Help employees find ways to do less and thus remain in balance with their current resources. Second, increase resources: Help employees find new resources that enable them to accomplish their work. Third, turn demands into resources: Help employees learn to transform Irving Healthcare Plan into resources.

Reduce Demands

Among the many demands that teenagers feel are made on them, some are real or legitimate (for example, doing well in school) and others are not (for example, having a date every weekend). Helping teenagers sort the significant from the insignificant helps them to reduce Irving Healthcare Plan.

Likewise, employees have many demands on them, some of which are more and some less important. Helping employees to separate the legitimate from the groundless—and then to the extent possible, removing the latter—can bring their lives into balance. HR professionals can take some specific steps to reduce demands.

Set priorities

Setting priorities among demands can reveal which, if any, are unnecessary. Most of us adhere to some degree to the adage. “Anything worth doing is worth doing well.” This sentiment can become dangerous, Steve Kerr of GE notes, if it is taken, as it often is, to mean, “Anything worth doing is worth overdoing.” If Decision A requires a high-performing team, this reasoning goes, then every decision should be made by high-performing teams; if one group of employees benefited from a training program, then all employees must go through the same Irving Healthcare Plan. Such thinking processes and their conclusions overwhelm employees. By setting priorities, some activities will be revealed as worth doing well; others will be shown to be worth not doing at all.

At General Electric, the culture-change effort called Workout began with a focus on eliminating non-value-added work. An assumption behind this focus was that work accumulates the same way clutter does in closets and attics: by piling up without much conscious thought or reason. Cleaning out closets requires discarding Irving Healthcare Plan that are no longer useful. Cleaning out work systems requires discarding work processes that are no longer adding value.