Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
Upcoming SlideShare
Entrepreneur 4: Business Strategies & Rapid Growth Strategies
Next
Download to read offline and view in fullscreen.

0

Share

Download to read offline

Konekme

Download to read offline

How to setup goal alignment process using an integrated approach.

Related Books

Free with a 30 day trial from Scribd

See all

Related Audiobooks

Free with a 30 day trial from Scribd

See all
  • Be the first to like this

Konekme

  1. 1. PrefaceKonekme supports the idea that the goal alignment process by itself just isn’t enough toalign employees with your overall corporate mission.We believe the goal alignment process must be supported by other human resourcedevelopment systems such as performance management, rewards, training, andstaffing. And anything less than getting the support from these systems will be an uphillbattle.Konekme works by using job profiles to integrate each human resource developmentsystem together to support the goal alignment process.Come and see what we are about.
  2. 2. Internal forces Management strength: Self Motivated and Determined, Intelligence and possesses Self Confidence Manpower availability: Having the people resources required to execute the strategy Technology: Having the various tools and their associated work processes that enable employees to understand customers, make decisions, build knowledge and deliver value to the customer. Financial strength: The state of the companys finances, makes their payments on time, and knows how to manage their money.External forces Political environment: The political environment of a country is influenced by its political organizations. The political environment of the country influences the business to a great extent. Technology: Technology is always advancing, but learning how to use new technology while remaining productive can be stressful. Competitors: There will always be someone who believes they can do the same thing you are doing but better. Companies must always keep up with competitors or be one step ahead. Customer demand and preferences: Know this, it is always changing!.
  3. 3. People are “hoarders". We hoard things because we dont want to decidewhats most important.But hoarding is bad when it comes to setting goals for your employees.Studies show that if you give employees two goals, the probability of makingprogress towards both goals are good as long as they have the talent andresources to get it done. Give employees five goals and you’re lucky if theycomplete 2.
  4. 4. The purpose of metrics is to breakdown goals into meaningful action items that makeclear the direction of its goal.
  5. 5. Metrics are to goals as tasks are to activities. For example: Goals for an Executive Administrative Assistant: “Provide customer service excellence” Metrics: Answer phones within 3 rings Respond to customer inquiries within 24 hours Route calls to appropriate departmentsMetrics can be assigned as the need arises while maintaining the direction of the goal.
  6. 6. Ideally most employees should have two core goals – to function as an IndividualContributor, and function as a Team Player.In today’s environment most employees must be able to share responsibilities andownership by working in groups, while being able to work independently, using their ownideas and talents.Example:Goal 1: <Job Function> excellence – Individual ContributorGoal 2: <Job Function> excellence – Team Contributor
  7. 7. We all say that goals must cascade from the board room…. … to the stock room.
  8. 8. But what most companies fail to do is to allow goals to flow backup, not giving employees the opportunity to give their feedback onthe goals assigned to them.
  9. 9. Do managers know if employees have:The adequate talent and skills to achieve their goalsThe technology infrastructure to achieve their goalsThe flow of information to achieve their goalsAny dependencies, what are they, and can we provide them
  10. 10. Dependencies, otherwise known as horizontal alignment is one of the few disciplines thatfall by the way side.Dependencies make certain that the organization is ‘aware’ of the need for crossorganization alignment. For example, suppose a Technical Support Engineer functioning inthe Sales department is dependent on receiving technical help from the HardwareEngineering department to help build a product test Station. If Hardware Engineeringcannot provide this support, Technical Support may not be able to help customers resolvetechnical issues in a timely manner, resulting in low customer satisfaction ratings.Without this cross functional department alignment, the Technical Support Engineer willnot be able to achieve his/or her goal.
  11. 11. The nature of today’s job profile shouldreflect the goals of the employee. Theprobability of achieving the goal can betraced back to the employee’s job profile.
  12. 12. Scope: How the job fits in the company Activities: Functions that the jobholder performs toas a whole. meet the jobs responsibilities.Discretion: Able to exercise Tasks: Specific activities that jobholders performindependent judgment to accomplish larger duties and responsibilities.Level of Interaction: Other employees Knowledge: Knowledge of currentwith whom the candidate must interact trends in the specific field.Job Complexity: Analyze situations, Abilities: The physical requirements and physicalevaluate alternatives, and implement demands of the job.solutions within standards (where applicable).
  13. 13. The power of Konekme is the utilization ofJob Profiles to integrate five HR systemson the same platform.The purpose of Konekme is to tear downeach HR system from their silos* andcombine them into one collaborativesystem.*A functional silo is each HR system acting more as anindependent entity versus a component of a much larger systemin spite of the fact that numerous HR activities and data needsoverlap.
  14. 14. In a collaborative system, output from one system is the input to another.
  15. 15. Examples of output from one system is input into another:
  16. 16. When you have a well written job profile that reflects the knowledge, skills, abilities andminimum qualifications of the job, youre able to develop job related questions that helpyou and your managers effectively recruit for open jobs.Most of us only use job profiles to drive the staffing process. However Job Profiles arebest used when integrated with the other HR systems.
  17. 17. “If you don’t measure, you can’t manage!”Job profiles must be used as the objectivebasis of setting employees performance.When using an integrated approach for example, linking thestaffing system to the performance management system throughjob profiles, you are hiring people to the competencies that arecritical for individual and organizational success and thenevaluating their performance to those same competencies theywere hire to.
  18. 18. Konekme integrates the Job Profile directly to the Performance system so the skills thatwere used to hire the employee become the criteria they are being measured against. Assigned goal or metric Skills from Job Profile Performance Notes
  19. 19. What coach would wait until the end of the game to tell their players what theycould have done better? Then why would a manager wait until the end of the yearto tell their employees what they should have done differently to have improvedtheir performance rating?The annual performance review process at the end of the year is becoming moreand more obsolete in a fast moving environment. Companies can no longer affordto wait until “next year” to get the best out of their employees.
  20. 20.  Good behavior and/or performance can be immediately praised, therebyencouraging the momentum to continue. Bad behavior and/or performance can be corrected immediately before it impactsthe organization. Builds stronger relationships between the employee and manager because itencourages ongoing feedback throughout the year. No surprises at the end of the review period. Employees always know where theystand at all times. Continuous feedback dispels the notion that reviews and merit increase are alwaystied to one another.
  21. 21.  Comparison of goal distribution among peers Comparison of employee compa ratio against peers Comparison of performance ranking against peers Comparison of labor distribution among peers
  22. 22. Its essential to base your job salaries onjob content, not job titles. Youll need well-written job profiles to be able to comparewith market surveys and salaries.When job profiles are allowed to drive theperformance process, the reward system isable to reward the performance derivedfrom the job profile. This reinforces a “payfor performance” culture.
  23. 23. The job profile points out the “need to have skills” that isessential to the success of the job. When integrated with theTraining system, the gap between “need to have” skills and“current” skills can be immediately addressed with theappropriate training program.It is important to tie curriculum to job profiles therebyproviding the opportunity for employees to receive “need tohave” as oppose to “nice to have” training that will providethem with the skills necessary to perform in their jobs.
  24. 24. One of the top 3 most frequently cited reasons employees provide for leaving tojoin another employer in exit interviews is that they didnt believe there werepromotional opportunities for them, i.e., "nowhere to go." By integrating JobProfiles into your succession programs, you’ll be developing career ladders toformalize your organizational structure and internal promotion system, therebyreducing turnover and lowering your training costs.Job profiles blend in well to virtually any approach that acompany takes to succession planning. Using performanceratings and job profiles to assess succession candidates, youare able to match potential employees against those jobprofiles you are looking to staff.
  25. 25. It is easier to manage because you control each of the five systemsthat directly impacts the system as a whole.It allows you to quickly address performance issues and provide rapidsolutions.It prevents external noise from creating unfairness in the system.
  26. 26. A common failure for companies is not having an adequatesystem to manage change.The business environment is dynamic in that it keeps on changingwhether in terms of technological improvement, shifts inconsumer preferences or entry of new competition in the market.These changes must be manage with a plan. If not managedeffectively, change is disruptive to an organization.
  27. 27. Not if, but when change occurs, it is likely that your organizationmay need to acquire new skills to meet those changes.If you get into the habit of continually and consciously evaluatingyour employees you will be able to move quickly and effectivelyto meet and adjust to these changes.
  28. 28. To survive and succeed, companies must be prepared for change andchange their job profiles accordingly.
  29. 29. Managers need a dynamic system in which job profiles can be created and managed on an ongoingbasis. With Konekme, managers are able change and communicate competency changes to theiremployee immediately. Use zoom in +
  30. 30. Employees need a dynamic system in which they can view their job profiles and see changes in therequired skills as their job evolves. With Konekme, employees have immediate access to their jobprofiles at all times. Zoom in +
  31. 31. When Job Profiles drive each HR system, each system can adjust itself to respond tothe changes in employee skill sets. Staffing can adjust its interview questions to match the new required skills of the Job Profile Compensation can realign itself to compensate the new skills Performance Management can adjust itself to manage the new skills Training dollars can be directed to train for the new skills Succession Planning can begin looking for the new skills
  32. 32. Get the most out of your system with carefulplanning and thought.Plan and assign realistic goals and metricsUse fewer goals, and use metrics to drive the day to day activities.Be objective whenever possibleDon’t procrastinate telling news (good or bad)Discuss in person before entering in the system. The employee should never be surprised seeing what is in the system relating to them
  33. 33. The purpose of an electronic system (HRMS), is to document and store whathas been discussed between employee and manager. It should not be used asa sole communication medium to communicate with the employee.The most effective and powerful way to interact is inperson. You can’t replace looking someone in the eyes todiscuss how their performance is really progressing.Face-to-face communication also builds trust andminimizes the possibility of misunderstandings andmisinterpretation.
  34. 34. Thank you for reading www.konekme.com

How to setup goal alignment process using an integrated approach.

Views

Total views

380

On Slideshare

0

From embeds

0

Number of embeds

2

Actions

Downloads

10

Shares

0

Comments

0

Likes

0

×