Tying Employee Performance to the Strategic Plan (Part 3)
By Bill Phillips, Strategen, Inc. In December and November we discussed, in detail, the basis of Strategic Plan metrics and the need to establish realistic, simple and attainable metrics tied to goals and objectives to guide the overall company and individual departments. We also developed the concept that management is responsible for the overall company goals, objectives and metrics and that it is critical that the people have a say in establishing their departmental goals, objectives and metrics, negotiating with management to settle on the final ones. This helps place the ownership on the people for meeting their goals and objectives. We went ...
Tying Employee Performance to the Strategic Plan (Part 2)
By Bill Phillips, Strategen, Inc. In November we discussed the basis of Strategic Plan metrics and the three areas for metrics. They are: Performance metrics Follow up to determine progress and status Visual management tools to show continuous progress and status This month we will start the discussion of all three in detail and discuss methods for all three areas. The dictionary defines a performance metric as a "metric that determines an organization's behavior and performance." This sounds clear and to the point but many people struggle with establishing and utilizing this concept. We suggest a three step process when dealing with performance metrics: Identify, develop and ...
Tying Employee Performance to the Strategic Plan (Part 1)
November 26, 2013
Strategic Planning
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For the past several months we have been looking at building a great team of employees and how important it is that your team understands your Strategic Plan and your Vision. Now let’s turn our focus to the performance of this great team of people and how their performance impacts the success of your Strategic Plan. We continuously discuss the importance of the Strategic Plan on the successful operation of a business and we have looked at how important it is to recruit, train and mentor people for your team. We have stated that your Strategic Plan provides the road map ...
How to Recruit the Right People
By Bill Phillips, Strategen, Inc. Last month we finished with a paragraph of questions and the first of those questions was "Are you a good recruiter". Let's dig into this question this month and see how the answers can affect your business. To start with we can expand the "you" to your team and include in your team all the sources you use to recruit people. Building a great team takes time and many people under estimate the importance of continually improving their team. We know the importance of continuous improvement when it comes to team building and we know how hard ...
Are People the Key to Your Success?
By Bill Phillips, Strategen, Inc. Last month we concluded the Five Essential Components to a Strategic Plan series with "Define Your Current and Future Resource Requirements" and discussed the fact that recruiting and retaining people will be your biggest challenge and potentially will have the most affect on your ability to operate and grow your business. Let's dig a little deeper into this and see how this affects your business and more importantly, you as the owner. When you look at the core of what separates your business from the competition you will find it is typically you and your people. You ...
Define Your Current and Future Resource Requirements
In the previous few months we have asked that you define your products and/or services and your value proposition, look at why people buy what you sell, define what you sell and what you want to sell and define the specific companies and the people inside of those companies that will buy what you sell. Now let’s look at the “defining your current resources and future resources needed to meet your goals (people, skills, technology, machinery, facility, finances, etc.)” component of your strategic plan. How do you and your management team define the resources needed to grow your business? Do you need ...
Define the Specific People Who Will Buy What You Sell
In the previous few months we have asked that you define your products and/or services and your value proposition, look at why people buy what you sell and define what you sell and what you want to sell. Now let's look at the "defining the specific companies and the people inside of those companies, who will buy what you sell" component of your strategic plan. How do you and your sales team define who will buy what you sell? Initially when we ask our client's this question, typically they quickly answer with a large, global view of their customer base. Most ...
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