This is a major concern for many organizations. What happens when Joe, a key employee in one area of the organization, departs suddenly? George was the one person who knew exactly how to handle his responsibilities and no one else in the organization knows exactly how he did it. How do you possibly fill that void?

To answer this question, TKNB will get all your process mapped and recorded. We also help orgainisations understand the interdependencies between the functional disciplines.

 This is where processes come into play. Processes are one crucial part of building a clock for your business—they explain how George does his job. If George builds a clock, everyone will still be able to tell time if George leaves.

This is a training/exodus issue similar to the key employee problem. Two jobs with identical job descriptions in two different companies might be vastly different due to the different markets, company culture and millions of other variables. In essence, your current employees have acquired all of the specialised knowledge needed to make your business work.

It can take years, even for experienced professionals, to take hold of all the specialized, organization-specific knowledge required to do the job well. Many companies accidentally let specialized knowledge go to waste when employees leave and they simply expect new hires to "pick it up" along the way. We call this "reinventing the wheel." Businesses lose a lot of utility and productivity from new hires because they have to rediscover all of the knowledge that was lost when the predecessor departed.

Processes can help alleviate this problem-each documented business process is one more piece of knowledge that doesn't need to be reinvented whenever turnover occurs in your organization.

Here's a quick theoretical for you: you have a team with two employees assigned to identical tasks. At the end of each day, the outcomes of each employee's tasks are completely different from the others; how do you measure the quality of that team's performance?

If the two outcomes differ by a wide margin, it's almost impossible to measure the quality of your organization's results-it's only possible to measure quality of results when the outcomes are predictably similar, and that's where processes shine. Processes standardize routines and tasks. When organizations have their employees conform to identical processes for business, the outcomes of those routines become predictably similar-this establishes a reasonable baseline by which organizations can reasonably begin to measure quality.

The act of capturing business processes itself has an additional benefit: they help you identify inefficiencies in your operations. If you inspected every major operation in your business and formalized those operations into processes, you'd undoubtedly come across a number of inefficiencies. Correcting those inefficiencies can obviously help to improve the level of output and quality of those procedures, with little additional cost.