10 Things HR Can Do to Help Align an Organization’s Goals

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Establishing clear and measureable goals for all employees in an organization is among the top 10 practices that drive business impact, according to research firm Bersin & Associates.

Join us for this event — SumTotal's Director of Product Marketing will help you look beyond performance management technology to get the most out of both your people and your performance solution. Discover 10 steps that can save you time and expense as you work to drive better organizational alignment. In this webinar you’ll learn:
• The 10 most important things to consider before you embark on a goal alignment project
• How to position HR in the process, and what role HR professionals should play
• Best practices for avoiding common pitfalls, such as planning a multitiered rollout to help goals work their way down an organization
• The role that integrated talent management technology can play

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10 Things HR Can Do to Help Align an Organization’s Goals

  1. 1. 10 Things HR Can Do to Help Align an Organization’s Goals Presented By: Stephan Millard Director of Product MarketingProgram ID: ORG-PROGRAM-88190
  2. 2. Agenda ■  Fundamentally, alignment is about clear, frequent communication ■  Goal alignment can have very measureable ROI ■  Technology can help, but it’s also about people & culture ■  Goal alignment is a very intuitive processPage 2 - July 5, 2011 – PROPRIETARY AND CONFIDENTIAL
  3. 3. Polling Question: currently, how well aligned are your organizations goals? ■  100% Aligned – Every employee works towards the same company goals ■  50%-75% Aligned – most employees and/or departments working towards the same company goals ■  25%-50% Aligned – Some employees and/or departments working towards the same company goals ■  0% Aligned – employees work on what ever they like and hope for alignmentPage 3 - July 5, 2011 – PROPRIETARY AND CONFIDENTIAL
  4. 4. The 10 Steps Towards Greater Alignment 1. Know the 3. Cascade 4. Ensure 2. Get buy-in goals Goals Consistency 5. Hold 6. Reinforce 8. Encourage 7. Work the Everyone Through Year Round Gaps Accountable Development Communication 10. Measure 9. Monitor Twice and Cut Compliance OncePage 4 - July 5, 2011 – PROPRIETARY AND CONFIDENTIAL
  5. 5. 2. Get buy-in Work with the Executive Team •  Understand organizational objectives & how goals relate Communicate through them •  Use existing power-centers in your organization to drive buy-inPage 5 - July 5, 2011 – PROPRIETARY AND CONFIDENTIAL
  6. 6. 3. Cascade Goals Set the goals at the top •  Make sure they are clear / measurable Facilitate cascading the goals down •  This is where technology can help •  Try to maintain measurable alignment up It will never be 100%! •  Goals direct & focus employees •  Goals promote better communicationPage 6 - July 5, 2011 – PROPRIETARY AND CONFIDENTIAL
  7. 7. 4. Ensure Consistency Cross check between groups •  Make sure groups understand their role in the overall corporate goal(s) Follow SMART criteria •  This is where technology can really help •  Specific, Measurable, Attainable, Realistic, Timely Set a minimum and maximum # •  This will help managers & employees focus and choose more carefullyPage 7 - July 5, 2011 – PROPRIETARY AND CONFIDENTIAL
  8. 8. 5. Hold Everyone Accountable Managers should drive accountability •  Give managers the tools to measure progress •  Provide coaching on how to maintain team focus Systems measure progress •  Be sure to allow managers access to the tool •  Tools can empower, rather than be a burden Executives oversee accountability •  Setup dashboard reports that can drive action •  Have regular meetings scheduledPage 8 - July 5, 2011 – PROPRIETARY AND CONFIDENTIAL
  9. 9. 6. Reinforce Through Development Make sure employees have skills and tools •  Understand the required skills •  Competencies work to “quantify” skills Implement Development Plans •  Align these to skill gaps •  These can help employees in career planningPage 9 - July 5, 2011 – PROPRIETARY AND CONFIDENTIAL
  10. 10. 7. Work the Gaps Managers look at Individuals, HR looks at overall •  Again – empower managers with tools to help their employees Partner with OD/Training teams •  This is where integrated performance & learning system helps Track and measure •  Measure more then “course completion” •  Look for trainings effect on performancePage 10 - July 5, 2011 – PROPRIETARY AND CONFIDENTIAL
  11. 11. 8. Encourage Year Round Communication Not a one time event! •  Encourage setting goals with quarterly or other interim measurements Send reminders to keep the message visible •  This is where completion and reports and dashboards are useful Work to embed in the culture •  Remember: what gets measured gets managedPage 11 - July 5, 2011 – PROPRIETARY AND CONFIDENTIAL
  12. 12. 9. Monitor Compliance Give managers tool to monitor individual compliance HR should monitor at a Department level Produce regular Executive ReportsPage 12 - July 5, 2011 – PROPRIETARY AND CONFIDENTIAL
  13. 13. 10. Measure Twice and Cut Once Reinforce through annual appraisal process •  Appraisals can be more than goal measurement •  Think about ratings distribution to ensure objective, fair scoring Tie to compensation increases •  Give clear guidance up-front, this will avoid confusion •  Integrated pay-for-performance systems can help thisPage 13 - July 5, 2011 – PROPRIETARY AND CONFIDENTIAL
  14. 14. Polling Slide: Question: In your opinion, at what stage do most Corporate Goal Alignment Programs fail? ■  Lack of Executive Buy-In ■  Goals not cascaded down throughout the organization ■  Lack of individual development plans ■  Not consistent throughout the year ■  Not tied to appraisals or compensationPage 14 - July 5, 2011 – PROPRIETARY AND CONFIDENTIAL
  15. 15. Polling Question: How is your organization doing goal alignment today? ■  We don’t have a program / process to ensure goal alignment ■  Entirely manual process (e.g. paper / whiteboard) ■  Semi-automated – we have goals/ performance system but aligning goals is still manual ■  Fully automated – we have a goal / performance system that does thisPage 15 - July 5, 2011 – PROPRIETARY AND CONFIDENTIAL
  16. 16. Most Complete – Comprehensive & End-to-end ■  Complete End-to-end Solution ■  Broadest & Deepest Capabilities ■  Holistic Talent Management Workflows ■  Pervasive Embedded Analytics ■  Seamless User Experience ■  Proven, Scalable Architecture ■  Highly Configurable & Easy to Use ■  Talent-based system of recordPage 16 - July 5, 2011 – PROPRIETARY AND CONFIDENTIAL
  17. 17. Most Experienced – Every Size Organization Combined Company: 39 Million Users ■  2,300+ customersMarket Share (users) ■  Global Enterprise, Mid-Market, SMB, Government Sector ■  Both Employee & Extended Enterprise Markets ■  Average 17,000 ee ■  48% Fortune 500 Global Scalability Page 17 - July 5, 2011 – PROPRIETARY AND CONFIDENTIAL
  18. 18. Most Innovative - Recognized as Leader by Analysts 6+ Years in the Leader’s Quadrant (Gartner CLS MQ) “SumTotal has established itself as the market share and mind share leader …” 2+ Years Rated “Visionary” (Gartner EPM MQ) “…well suited for global organizations … seeking best-in-class functionality” Global Market Share Leader for Learning (Bersin LMS Systems) “Highly configurable” … “Market leading Learning Management” … ”best-suited to large, global organizations.” 2+ Years Rated Highest Overall (Ventana Total Compensation) “The top ranked supplier based on the weighted factoring of five product and two customer assurance categories …” Highest Rated in Product Offering (Forrester TM) “...among the leaders for integrated performance & compensation solutions” Highest Score Among All Vendors (Forrester) Forrester Wave for Enterprise Learning Suites” Highest Rated Overall (AMR Strategic HCM) “...the broadest and most mature application suite in the strategic HCM specialist space”Page 18 - July 5, 2011 – PROPRIETARY AND CONFIDENTIAL
  19. 19. Summary ■  Start with what your culture / company will accept ■  Grow in phases to introduce more steps ■  Don’t forget change management – it’s about the people ■  This process can work for small companies or multi-national organizationsPage 19 - July 5, 2011 – PROPRIETARY AND CONFIDENTIAL
  20. 20. Questions & Answers Visit us at www.sumtotalsystems.com and through these social channels: @SumtotalSystems http://www.linkedin.com/groups?home=&gid=45382 http://www.facebook.com/SumTotal.SystemsPage 20 - July 5, 2011 – PROPRIETARY AND CONFIDENTIAL
  21. 21.          –   Full  Two-­‐Day  Virtual  Event  from  9:15  a.m.  to  6:00  p.m.  ET.   –   4  Keynote  Sessions,  9  Workshops  &  over  10  Networking   Breaks.     –   Live  &  On-­‐Demand.   –   RegistraOon  is  FREE!   For  more  informaOon  &  to  register  visit   HCMconven,oncenter.com  
  22. 22. Join Our Next TM Webinar Tuesday, July 12, 2011Strategies to Improve Employee Retention in a Diverse Workforce Part Two: Succession Planning TM Webinars start at 2 p.m. Eastern / 11 a.m. Pacific Register for upcoming TM Webinars at www.talentmgt.com/events Join the Talent Management magazine Network http://network.talentmgt.com/ #TMwebinar

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