Lean Human Resources is a concept that increasingly appears in discussions about modern people management. Unfortunately, it is often misinterpreted as the implementation of Lean Management principles within the HR department. In reality, Lean HR has a completely different goal – not to streamline HR processes, but to develop the potential and creativity of employees. Understanding this difference is key if we want to effectively build a culture of continuous improvement across the entire organization.
How Does Lean Management Differ from Lean Human Resources?
Lean Management is a business philosophy focused on reducing disturbances (Mura) in the flow of materials and information by minimizing overburden (Muri) and eliminating the seven classical types of waste (Muda), which include [1]:
-
inventory,
-
overproduction,
-
defects and rework,
-
unnecessary processing,
-
unnecessary transportation,
-
excessive motion,
-
waiting.
Increasingly, however, attention is being paid to the eighth type of waste – the lost creativity of employees. This is precisely the area of focus for the Lean HR concept.
The main goal of Lean Management is to streamline processes in order to minimize the Lead Time of products or services. The Lean philosophy can be applied in both production (Lean Manufacturing) and administrative processes (Lean Office).
Lean HR, on the other hand, focuses on people. It is not about applying Lean tools to HR operations – such as improving recruitment processes or reducing documentation errors. Those actions belong to Lean Office.
Lean HR is a philosophy centered on developing employee engagement, competence, and creativity – that is, on combating the eighth type of waste.
In many companies, management focuses mainly on improving technical and organizational processes, overlooking the fact that a significant potential for improvement lies within people. Lost creativity has an indirect impact on all other forms of waste. Therefore, Lean HR aims to unlock and develop human potential within the organization.
Managing Employee Competence as the Core of Lean HR
Lean Human Resources is built on the conviction that the success of an individual contributes to the success of the entire organization. Albert Einstein once observed that supporting individuals is essential for the progress of society and for avoiding stagnation.
In this spirit, the most important aspect of Lean HR is managing the competence of each employee individually.
Competence can be understood as the combination of three key elements:
-
knowledge,
-
skills,
-
responsibility.
Training builds knowledge – the foundation of competence. Through practice, people develop skills, and when they can perform work independently, they assume responsibility.
To plan and monitor this process effectively, Lean HR uses a tool known as the Skill Matrix.
The Skill Matrix presents employees in a given area against the competencies they should possess – usually related to Lean Management methods and tools. However, this matrix can be applied to any function in the organization. For example, in the HR department, it may include operations such as:
-
conducting recruitment processes,
-
workforce planning,
-
preparing employee documentation,
-
maintaining personnel files,
-
preparing statutory declarations (e.g., to the Social Insurance Institution).
Competence Evaluation in the Skill Matrix
Skill Matrix – Lean HR Lean Human Resources
Figure 1. Example of a Skill Matrix for implementing Lean Management methods and tools.
Source: B. Misiurek, 2014, Methodology for Standardizing Autonomous Maintenance Processes Aimed at Improving the Efficiency of Automated Machines, Wrocław 2014, p. 284.
A key element of the Skill Matrix is the assessment of each employee’s skill level by their direct supervisor. The levels are aligned with the PDCA (Plan-Do-Check-Act) cycle developed by W. E. Deming.
Table 1. Explanation of Skill Matrix Levels
| Skill Matrix Level | Description |
|---|---|
| One quarter | Indicates that the person holds a certificate of training completion for a given method or tool. This confirms that the individual possesses theoretical knowledge and may begin practical application. |
| Two quarters | Confirms that the person is practicing the given method or tool in real working conditions. |
| Three quarters | Confirms that the person holds a license to practically apply the method or tool – in TWI terminology, this is a TWI Instructor. |
| Four quarters | The highest level – a Diploma confirming that the person not only possesses extensive practical knowledge but can also conduct training on methods and tools and support others (Japanese: Sensei). In TWI, this is a TWI Trainer. |
Colors on the Skill Matrix also carry meaning: red indicates that the employee cannot yet apply the method in practice, while green confirms that they can. Evaluation is performed using a 0/1 system, which allows for a clear measurement of competence levels.
For example, if only two employees, can practically apply the 5S system, while the target for the area is seven employees, it means the goal has not yet been met.
The greatest challenge for any employee is transitioning from a two-quarter to a three-quarter system. In many organizations, it is mistakenly assumed that after completing a training course, an employee can already use the learned method independently. From a Lean HR perspective, this is incorrect. After training, a person only has theoretical knowledge – represented by one quarter. Only when they begin to practice the knowledge in real conditions do they gain the second quarter.
This stage is critical because awareness is built through practice. The employee begins to understand not only how to use the tool but also why it should be used in a certain way.
When they achieve the third level, obtaining a license to use the method, they become an independent practitioner. The final level – four quarters – is reserved for those who can not only apply methods but also teach and support others. Such individuals are known as Sensei – teachers and mentors.
It is important to note that not every employee must reach the Sensei level. In practice, one Sensei per approximately 70 employees in a given area is sufficient to support competence development. Both employees with three and four quarters on the Skill Matrix are rated as “1” – meaning they can effectively apply the method or tool in practice.
How the Skill Matrix Works in Practice
The competence development process can be compared to learning to drive a car:
-
A participant in a theoretical course holds one quarter.
-
During driving lessons with an instructor, they earn two quarters.
-
After passing the practical exam and obtaining a driver’s license, they achieve three quarters.
-
When they become an instructor themselves, they receive four quarters.
However, in many companies, the practice stage is often skipped – employees are expected to apply new knowledge immediately after training. The result is predictable: errors, lower efficiency, and sometimes even accidents.
It’s like expecting a learner driver to take to the road alone right after a theory class.
Therefore, Lean HR raises a fundamental question about responsibility – is the employee truly at fault, or should the blame lie with management, which failed to provide sufficient time and conditions for practice?
Summary – Lean Human Resources
Lean HR is not Lean within the HR department.
It is a systemic approach to developing employees, enabling each person to understand their current competence level and plan their professional growth. Through this, organizations can eliminate the eighth type of waste – the lost creativity of people.
As Napoleon Hill once said:
“A goal is a dream with a deadline. Even a strong man can be defeated by a child who is moving toward a goal.”
This perfectly captures the essence of Lean HR – setting and achieving individual development goals, supported by tools such as the Skill Matrix.
Peter Drucker famously stated:
“Give people freedom and the opportunity to act, and they will surprise you with their ingenuity.”
Lean HR embodies exactly that – a structured, conscious development of people who become the greatest strength of any organization.
I am a promoter of Lean Management and the Training Within Industry program. I am a practitioner. I co-create many startups. Since 2015, I have been the CEO of Leantrix - a leading Lean consulting company in Poland, which, starting from 2024, organizes one of the largest conferences dedicated to lean management in Poland - the Lean TWI Summit. Since 2019, I have been the CEO of Do Lean IT OU, a company registered in Estonia that creates the software etwi.io, used by dozens of manufacturing and service companies in Europe and the USA.
Maciej Antosik – management student at Wrocław University of Science and Technology. I support the Leantrix team in carrying out projects. Among other things, I was responsible for implementing the conference application during the Lean TWI Summit. Currently, I am responsible for marketing and also collaborate on the creation of Kaizen UP and Wiktor Wołoszczuk’s podcast.
Outside of my studies and work, I am developing as a personal trainer and train professionally in powerlifting. Sports teach me discipline and consistency, which I also apply in my professional life. What brings me the greatest satisfaction is personal growth and achieving long-term goals that require courage and pushing beyond my own limits.
In my free time, I am passionate about cooking, traveling, and music – these are spaces for me to act creatively and discover new inspirations. I consider myself ambitious and open-minded, always ready for the next challenge.
