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What is Best Practice?
What is best Practice and how does it apply to a small business
What is a “best practice”
According to Donna Lopiano (2013), a ‘best practice’ refers to a process or program that is the most efficient and effective way of accomplishing a task. It is usually time and industry tested, in that it has been used by multiple institutions over an extended period of time, with most practitioners agreeing that the methodology and outcomes produced are effective. “Model programs” refers to a program that has demonstrated success, via quantifiable evidence, over time in a specific area. It should be noted that even commonly accepted ‘industry standards’ can be improved upon. Thus, a ‘best practice’ or a ‘model program’ invites continuous analysis, reassessment and refinement (accessedonline).
Given this statement the purpose of this article is to highlight the need for individuals and organisations to have an understanding of the fact that every practice performed in isolation is in fact part of a bigger picture., the guidelines that we follow through our associations are just that and can be improved upon for greater success. Therefore there is a need for any organisation big or small to implement workplace systems to ensure that essential components of their operation are maintained to the standards required by law and governing organisations within their relevant fields.
Workplace Systems
At best, workplace systems guide the business or organisation to conduct its business efficiently, professionally and ethically, in a reliable and consistent manner according to the legal requirements.
At worst they confuse employees, disrupt what should be straight forward processes, cause employee conflict, irritate customers and cost the business a lot of money. Management inaction over a known problem is the quickest way to lose your best employees and your customers.
Workplace systems are the nerves of every organisation – whether in the private or public sector. And yet systems often grow up in an ad-hoc and unstructured manner and legacy systems might need to be maintained, and yet other systems need reviewing or ceasing immediately. Bottlenecks and road-blocks develop and become institutionalised and eventually the only justification for doing something is, “Because that’s the way we’ve always done it.”
The bottom-line is that poor workplace systems impact immediately and negatively on your businesses profits.
Business Process, competencies and compliance
One of the key contemporary challenges for individuals in business ventures remains this: that without proper business processes and business competencies, opportunities disappear.
Informed commentators often note that the level of competition in markets has led to an emphasis, especially in recent decades, on competition at a deeper level than just products and services.
The deeper level is competition created by innovation in business process and business competency. It’s part of improving productivity by working smarter, not harder.
Since proper processes and related competencies are critical for productivity improvements, it makes sense to systematise them for entrepreneurial efforts to benefit from creations, inventions and innovations.
Improve business process in 8 steps
A practical list of things a small business should consider to properly treat processes:
- Recognise that the success of – major online businesses like Webjet, Wotif and Seek, many retailers like Woolworths, many franchisors (eg McDonalds, Bakers Delight etc.) and successful service businesses (e.g. successful consultancies and professional services firms) – are all engaged in ongoing refinement of their processes.
- Take steps to define business processes and related business competency needs before entering into any agreements or negotiations.
- Study supply chains, distribution channels and workflow involving customers – all of these can affect whether a party will perform.
- Test expectations by using brainstorming with customers, suppliers, colleagues and perhaps even competitors; use mind mapping and use software tools to do graphs, e.g. in Word, PowerPoint or other programs
- Now to bring it all together, prepare a process map and prioritise processes for improvement looking to achieve best practice by looking at any existing standards and practices in your industry and of other organisations.
- Work out who are the stakeholders (e.g. customers, staff, and shareholders) and understand their needs (e.g. service, remuneration, dividends) as they relate to your processes.
- Don’t do any legal deal, until you document the processes and competencies, or schedule when they’ll be done by, to what standard and on what fee basis.
- Determine how and when you’ll monitor and review progress to continuously improve and minimise risks and also to ensure your venture stays on plan.
The point of this exercise it to include all stakeholders in your business to identify areas that requirement improvement, and prioritise those at most risk of putting your business into a non-compliant state with your regulators be they industry or government. This exercise also ensures that, with regular meetings on the processes, all your staff are informed of the proper policies and procedures in place and more importantly the reason they are there in the first place.
Why Planning and monitoring your a business is a great thing
Management processes must be implemented for a venture, creation, invention or innovation to succeed. The need for integration of business systems leads to the need for:
o an environment which nurtures creativity, invention and innovation,
o a focus on customers,
o an awareness of commercial considerations,
o a taxonomy that has coherence across an enterprise,
o structuring which at all levels has a coherent framework,
o standardised transaction processing procedures,
o clear project management methodologies, and
o template documents, tools, layouts and formats.
Where does Business Etiquette fit into this picture
Whilst it is very important to have system in place for the benefit of our customers, we cannot forget that they are our business and therefore we should have a model that reminds us of how to interact with them as part of our current business model. David Robinson (2000) explains that using the IMPACT model is a way of showing that you care for the feelings of others when conducting your business;
Integrity – act in an honest and truthful way
Manners – never be selfish or undisciplined
Personality – clearly communicate your own values, attitudes and opinions
Appearance – always present yourself to your bet advantage
Consideration – See yourself from the other person’s standpoint
Tact – Think before you speak (p4)
Whilst these may be common sense to all of us, when we actually pull each one out in isolation I think we could all agree to having digressed occasionally and unfortunately this does have a major impact on our business as a whole.
Where do you start
Look for a mind mapping process that fits your business. Media has become so accessible it is like an extension of your own hands. The internet is a one-stop shop for all things changing. Both state and federal governments have amazing websites that enable anyone to access anything. There are great websites that cover everything from legal requirements to taking bookings and business etiquette.
Whatever way you find the information relevant to your business be aware that the most important aspect of the exercise is that you are looking and researching in the first place as this means that you are interested in success and understand that you need to be innovative and informed to compete in the 21st Century healthcare area.
References
Sports Management Resources: Helping Sports Organisations solve integrity, growth and development challenges.
http://www.sportsmanagementresources.com/library/best-practice-model-program
Business Law versus Business process and competency. http://www.dilanchian.com.au
Robinson, D. (2000). Business Etiquette 2nd Ed. Kogan Page Ltd: London.
Kim Kempthorne has been a practitioner of Remedial Massage therapy, Acupuncture and Aromatherapy for over 20years. Kim has owned her own practice on the Southside of Brisbane since 1992 building it to the point where new clients were taken on a referral basis only. This success was attributed to a high customer focus where all decisions were made with customer impact in mind. Kim believes that a Practitioners main role is client education therefore is was a natural progression to enter the world of teaching within TAFE and private providers. Driven by a desire to succeed in this area Kim completed a degree in adult education and a post grad in Higher education and is currently the Program Manger for health and wellbeing a the Australasian College of Natural Therapies (ACNT) in Fortitude Valley. Her years of customer service focus are now transferred to her student base, Lecturing team and suppliers as the same principles apply when dealing with anyone in business, it is their happiness and satisfaction that is the focus of your decision making as this is the pivot on which you succeed.
