6 Year Plan for an Organizational Development Team

Slide 1: Building the Future It is possible to create the environment and the skills necessary to succeed in tomorrow’s market today

Slide 2: Establish Direction • Environmental Scan • Vision Defined or Revisited • Strategic Plan • Brand the Company & Leadership • Values Defined or Revisited • Culture Defined • Measures • Alignment

Slide 3: Balanced Scorecard • Align the organization through shared objectives Focus on Process • Increase capacity Capability Growth External Focus Internal Focus • Increase financial strength • Build your talent Human Relationships Capital • Build your reputation • Cascade objectives across and Focus on People down the organization • Build supporting action plans • Assess and manage exceptions

Slide 4: Process Capability Growth Capability External Internal Human Capital Relationships People New Products • What processes must we & Services optimize to ensure future Effective and success? efficient new • Strategies that tie to capability product development • Critical success factors that process indicate success or failure of those strategies Number of new product ideas • How the factors will be Time to launch measured and managed Success in the market

Slide 5: Process Growth Capability Growth External Internal Human Capital Relationships People Improved Cash • How do we strengthen our Flow financial position? • Strategies that tie to growing Aggressive management of the business working capital • Critical success factors that indicate success or failure of Days sales those strategies outstanding • How the factors will be Inventory turns measured and managed

Slide 6: Process Relationships Capability Growth External Internal Meet and exceed Human Capital Relationships customer People expectations • How do we improve stakeholder satisfaction? • Strategies that tie to our Increase order reputation and relationships accuracy • Critical success factors that indicate success or failure of Right product those strategies On time • How the factors will be measured and managed Invoiced accurately

Slide 7: Process Human Capital Capability Growth External Internal Human Capital Relationships People Fill critical • How will we sustain our leadership gaps ability to change and Increase improve? leadership skills • Strategies that tie to and knowledge developing our people in current employee base • Critical success factors that indicate success or failure of Hi-potential those strategies employees • How the factors will be identified measured and managed Development plans in place

Slide 8: Process Competencies Capability Growth External Internal Human Capital Relationships People • Traits that can be defined or observed and developed that Ability lead to desired performance Intelligence and results Knowledge Personality Skills Learning • What people can do Performance Capacity Potential • What people will be able to do Career Goals Attitude • What people are willing to do Aptitude Beliefs • What people want to do Interests & Values • Profile the company, functions Motives and jobs Willingness • Assess, develop, and reward your people

Slide 9: Profile • Define desired state Ability Intelligence Experience & Readiness Knowledge Personality Education Skills Learning Performance Capacity Potential Career Goals Attitude Congruency Aptitude Beliefs with Operating Interests & Values Principles Position ‘fit’ Motives Willingness

Slide 10: Assessment • Define current state Ability Intelligence Tests and Tests, Interview, Knowledge Personality Resume Inventories Skills Learning Performance Capacity Potential Career Goals Attitude Aptitude Beliefs Surveys & Interests & Values Surveys Interview Motives Willingness

Slide 11: Develop • Build required competence Ability Intelligence Train & Coach Long-term Knowledge Personality Intervention Skills Learning Performance Capacity Potential Career Goals Attitude Developmental Aptitude Beliefs Congruency Assignments & Interests & Values Work Coaching Motives Willingness

Slide 12: Reward • Encourage excellence Quantity Raise and/or Developmental What was Progress Bonus Assignment done against plan Development Performance How it was Readiness Recognition Promotion or done and/or Incentive Special Incentive Quality

Slide 13: The First Year • Planning • Define future scenario and vision • Define strategies, success factors, measures • Define values and culture required • Competencies • Define for overall organization • Roll-out climate survey based on comp & values • Build assessment and development tools • Balanced Scorecard • Draft at executive level and report to company

Slide 14: The Second Year • Balanced Scorecard • Cascade down through all levels of management • Review progress quarterly and roll-up reports • Competencies • Pilot job family profiles in a P&L function • Pilot job profiles in that same function • Pilot assessment tools • Coach and help with creation of individual development plans in the pilot jobs • Modify tools and apply to second pilot group

Slide 15: The Third Year • Balanced Scorecard • Continue quarterly progress reviews and reports • Modify report cards as needed quarterly • Competencies • Final revisions after second pilot completed • Train facilitators on profiling process and roll out to all job families and jobs • Organization Development • Design OD assessments and solutions • Pilot tools in critical areas

Slide 16: The Fourth Year • Balanced Scorecard • Executive team revisits the strategy • Process rolled out across and down all employees • Quarterly performance reviews and reports • Competencies • Managers and supervisors trained to assess and coach employees • All employees assessed and development plans drafted • Assessments rolled up into reports on state of development for teams, functions, and company • OD tools implemented where needs indicated by reports

Slide 17: The Fifth Year • Balanced Scorecard • Strategy revisited and process rolled out annually • Quarterly reports and revisions continue • Competencies • Live and online training programs rolled out • Guts work programs launched • Mentors and special assignments identified and implemented • Leadership development program launched • Organization Development • Interventions implemented as needed

Slide 18: The Sixth Year • Balanced Scorecard • Process continues • Competencies • Assessments and development plans re-done every other year beginning in year six • All programs reviewed for efficacy • Organization Development • Managers and supervisors taught basic OD assessment and diagnostic skills • Programs reviewed for ROI after implementation

Slide 19: Results • Employees are aligned with the company’s vision and values • Work is completed to improve leading-indicators instead of lagging-indicators of performance • Rewards are tied directly to performance and developmental progress • Talent is recognized and utilized • The company has a leadership brand that will attract top talent • Employees are competent before moving up • Systems and processes are optimized and constantly improved