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Aga nm attibutes of high performing organizaitons presentation 04-06-18

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2018 abq aga

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Aga nm attibutes of high performing organizaitons presentation 04-06-18

  1. 1. Attributes of High Performing Organizations Association of Government Accountants New Mexico Chapter April 6, 2018
  2. 2. 2 Presenter MARK STERANKA Partner Moss Adams
  3. 3. 3 • Market Factors • A Different Perspective • Employee Engagement • Q & A Agenda
  4. 4. Attributes of High Performing Organizations Market Factors
  5. 5. 5 Employer Challenges HUMAN CAPITAL STRATEGIES EMPLOYEE ENGAGEMENT HIRING NEEDSPOPULATION DEMOGRAPHICS
  6. 6. 6 2017 Age Range 2020 Median Total Count Traditionalists 72-89 84 31 M Baby Boomers 53-71 65 74 M Generation X 37-52 48 66 M Generation Y 17-36 30 86 M Population Demographics
  7. 7. 7 Hiring Needs – Top 10 States in the U.S. 1. Utah 2. Washington 3. Idaho 4. Nevada 5. Florida 6. Oregon 7. Arizona 8. Georgia 9. California 10. South Carolina
  8. 8. 8 • Annual Gallup Poll and Report • Since 2000 • Survey approx. 100,000 workers; 18+ years of age • Determine level of employee engagement • Results consistently less than 32% engaged - Approx. 50% not engaged - Approx. 18% actively disengaged • Associated productivity loss of approximately $500 billion per year Employee Engagement
  9. 9. Attributes of High Performing Organizations A Different Perspective
  10. 10. 10 • What’s your organization’s DNA? • How do you resonate with your customers? • How do you differentiate from competitors? How Does the Market View You?
  11. 11. 11 • What’s your organization’s DNA? • How do you engage your employees? • How do you attract and retain the best talent? • How do you achieve the highest and best use of your employees? How Do Your Employees View You?
  12. 12. 12 Golden Circle WHAT HOW WHY
  13. 13. Attributes of High Performing Organizations Employee Engagement
  14. 14. 14 Four Attributes of High Performing Organizations 1 Plan 2 PerformPeople 3
  15. 15. 15 1. Plan: roadmap (goals, objectives, and action plan based on long-range vision, historical performance, SWOT analysis, and competitive assessment), broad- based input, all-inclusive distribution 2. Perform: key metrics and performance targets to convey progress in achieving strategic goals and objectives 3. People: human capital requirements to cultivate and compensate employees and execute strategic plan 4. Communicate: ongoing communication on strategic plan, execution progress, and required adjustments Alignment = Engagement
  16. 16. 16 1 - Plan Long Range View Historical Financial Results Community Stakeholder Input Environmental Scan/Needs Assessment Current SWOT Analysis 5-Year Strategic Goals 5-Year Community Strategy Quarterly Action Plans Annual Action Plan Annual Strategic Objectives 5-Year Priority Initiatives Annual Strategies & Tactics Metrics to Measure Results
  17. 17. 17 1 - Plan
  18. 18. 18 • Enterprise metrics - Strategic goals • Department metrics - Key direct and support service objectives • Individual metrics - Organization values and/or management by objectives (MBO) 2 - Perform
  19. 19. 19 Key Performance Metrics Target Enterprise Performance • Strategic Initiatives X Department Performance • Community & Economic Development • Public Safety • Public Works • Utilities • Parks & Recreation • Finance • Human Resources • Information Technology • Legal X X X X X X X X X Individual Performance • Organizational Values and/or MBOs X 2 - Perform
  20. 20. 20 3 - People Functional Manager Program Manager Technical Manager People Manager Support Service Director Direct Service Director Department Leaders Executive Office Staff
  21. 21. 21 3 - People Communication People Management Team Building Technical Development Service Delivery Base Competency Solid Expert Levelof Competency Levelin Organization
  22. 22. 22 3 - People Compensation Performance Annual Component Distribution Company Dept. Individual Max. Payout 1. Executives X% 50% 25% 25% $ 2. Management Y% 25% 50% 25% $ 3. Staff Z% 25% 25% 50% $ Total $
  23. 23. 23 Key Performance Metrics Target Actual Status Enterprise Performance • Strategic Initiatives X Y Department Performance • Community & Economic Development • Public Safety • Public Works • Utilities • Parks & Recreation • Finance • Human Resources • Information Technology • Legal X X X X X X X X X Y Y Y Y Y Y Y Y Y 4 - Communicate
  24. 24. 24 • Communication Rhythm: - Annually Strategic Planning - Quarterly Enterprise Performance and Adjustments - Monthly Department Performance and Adjustments - Weekly Team Planning 4 - Communicate
  25. 25. Attributes of High Performing Organizations Q&A
  26. 26. 26 Presenter MARK STERANKA Partner Moss Adams (206) 302-6409 mark.steranka@mossadams.com
  27. 27. The material appearing in this presentation is for informational purposes only and should not be construed as advice of any kind, including, without limitation, legal, accounting, or investment advice. This information is not intended to create, and receipt does not constitute, a legal relationship, including, but not limited to, an accountant-client relationship. Although this information may have been prepared by professionals, it should not be used as a substitute for professional services. If legal, accounting, investment, or other professional advice is required, the services of a professional should be sought. Assurance, tax, and consulting offered through Moss Adams LLP. Wealth management offered through Moss Adams Wealth Advisors LLC. Investment banking offered through Moss Adams Capital LLC. 27

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