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Unformatted text preview: Policies and Procedures Policies
COM 259 Carl A. Schuh Difference between a policy and a procedure A policy is a rule of governance • E.g., a values statement, corporate philosophy or requirement from other sources A procedure is how accomplish a task or goal or implement a policy statement Policy Statements Somewhat generalized statements of purpose, action, governance Implemented with statements of procedure Diversity Philosophy at Microsoft Diversity
Diversity Mission Statement Microsoft strives to understand, value, and incorporate the differences each employee brings to the company so that we can build the greatest multicultural workplace in the technology industry and reflect the growing diversity and inclusion of our communities and the global marketplace. Diversity Vision Statement Diversity To establish Microsoft as a global leader in diversity and inclusion by • driving global executive leadership, engagement, and accountability • increasing workforce diversity at all levels, • building value and commitment for worklife balance • building capabilities for people and organizations Diversity Values Diversity Thinking and acting globally. Microsoft employs a multicultural workforce that generates innovative decisionmaking for diverse customers and partners Innovating. Innovation helps lower the costs of technology Showing leadership. Microsoft shows leadership by supporting the communities in which we work and live. Strategy Overview Strategy Driving leadership accountability and ownership. Attracting, developing, and retaining a diverse workforce. Creating a culture and climate of respect and inclusion. Source of policies and Implementing procedures Legal • Discrimination and Harassment (Title VII, ADA “reasonable accommodations”, etc.) • Other State and Federal law (eg, labor, tax and corporate laws) • SarbanesOxley records retention, whistleblower, disciplinary proceedings Contractual Vesting of employee rights and benefits Wage and hours Job descriptions Union rules Processual or Experiential SOP’s of policy/procedure Experience has shown us that . . . . • Eg, clients can’t keep accurate accounting data therefore our policy is…. Now what? That’s the question answered by our procedures. Procedures Goal oriented Sequenced Action statements Inherent in the task to be accomplished Formalized set of instructions When to Draft a Procedure Process Considerations Common processes, change processes Is the process:
• lengthy? • complex? • routine? Does it:
• demand consistency? • demand documentation of steps and actions? • involve significant change? • involve serious consequences if done wrong? Organizational Considerations Knowledge and accountability Similar questions are asked repeatedly People seem confused Problems of interpretation exist now Questions of lines of responsibility Developing Procedures Inputs
• • • • Understand the issue and goal Gather information Review existing processes Involve stakeholders, end users Interim organizing techniques
• Flowcharts and mindmaps Developing the Procedure: Developing The Planning Timeline Identify needed input, participants Allow for review, feedback, redrafting List all activities for procedure development Prioritize and sequence action Record the plan for developing the procedure In complex planning:
• PERT analysis of time requirements • Gantt charts • Critical Path Analysis Timeline and Time Analysis Techniques Techniques PERT (Project Evaluation and Review Technique) • Formula for debiasing time estimates
Shortest time + (4 x likely time) + Longest time 6 Gantt Charts
• Graphical representation of parallel action sequences Critical Path Analysis
• Graphical representation of parallel and sequential action sequences
(see, Mindtools EBook section 9) Developing the Procedure Developing Identify the problems, issues, needs and goals
• The process’s time elements • Resource requirements and availability • Improvements to work flows • Forms, methods and systems in use • Responsibility, accountability, evaluations • Risk evaluations Develop options Prepare draft, get feedback and revise Writing the Procedure Refer to industry standards, comparable procedures, ISO (International Standards Organization 9000, 12000, 14000) Fully address relevant issues and goals Explain any assumptions Balance brevity with clarity Use bullets, index of forms, flow charts and graphics where appropriate Write to appropriate reading level Training and Monitoring End users and supervisors Accountability and evaluation Provide for process errors, proaction, reactions, crises The next step . . . The Anticipating the worst . . . Risk Management, crisis planning and management, coming soon . . . ...
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- Spring '08