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Change management framework structure

The document outlines Company X's strategic goals, emphasizing a customer-centric strategy, waste reduction, and employee development through continuous education. It includes detailed processes for department alignment, performance management, and sustainability efforts, aiming to enhance efficiency and innovation. Additionally, it highlights the importance of employee training, social responsibility activities, and a culture of transparency and improvement across all departments.

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Company X Strategic Goals Customers MainStrategicTheme(ContainerforallCompanyX StrategicThemes) Customer Centric Strategy A zero defect workplace An Automated workplace Innovation Adoption Is the Key MainStrategicTheme(ContainerforallCompanyX StrategicThemes)
We Need to Identify all kind of waste Each process should be identified in terms of its waste generation Each department has its own processes and procedures All departments should be aligned and work in synch to run the whole center in the most efficient and effective way This should aim towards developing our employees way of thinking and educate them on a continuous bases SUSTAINABILITY Processes’ Process Mapping Service and Products Process Mapping Our Employees are one of our main assets
Department 1 Department 2 Department 3 Department 4 HRIT Finance Company X
Department 1 Department 2 Department 3 Department 4 HRIT Finance Company X Main Processes Sub Processes Procedures Department Goals Forms Main Processes Sub Processes Procedures Department Goals Forms Main Processes Sub Processes Procedures Department Goals Forms Main Processes Sub Processes Procedures Department Goals Forms Main Processes Sub Processes Procedures Department Goals Forms
Department 1 Department 2 Department 3 Department 4 HRIT Finance Company X PRODUCTSSERVICES PRODUCTSSERVICES PRODUCTSSERVICES PRODUCTSSERVICES PRODUCTS SERVICES PRODUCTS SERVICES
Department Goals Department Company X MainProcesses SubProcesses Procedures Forms Task Responsible Employee Task reported to Time required to perform task Set by Employee Time required to perform task Set by Manager Cost required to perform task Set by Employee Cost required to perform task Set by Manager Quality required to perform task Set by Employee Quality required to perform task Set by ManagerQuality types Cost Types Cost QualityTime Efficiency KPIs need to be identified per each process
Department Goals Department Company X MainProcesses SubProcesses Procedures Forms AllTasksDetails Targets for each Sub-Process Measurement Frequency for each Sub-Process Targets for each Main-Process Measurement Frequency for each Main-Process Data collection mean for each Sub-Process Data collection mean for each Main-Process
KPI # 1 Weight 1 KPI # 2 Weight 2 KPI # 3 Weight 3 KPI # 4 Weight 4 KPI # 5 Weight 5 KPI # 6 Weight 6 KPI # 7 Weight 7 Monthly KPI Performance Measurement Monthly KPI January Weight 1 Monthly KPI February Weight 2 Monthly KPI March Weight 3 Monthly KPI April Weight 4 Monthly KPI May Weight 5 Monthly KPI June Weight 6 Monthly KPI July Weight 7 Monthly KPI August Weight 8 Monthly KPI September Weight 9 Monthly KPI October Weight 10 Monthly KPI November Weight 11 Monthly KPI December Weight 12 Yearly KPI Performance Measurement Year KPI # 1 Weight 1 Year KPI # 2 Weight 2 Year KPI # 3 Weight 3 Year KPI # 4 Weight 4 Year KPI # 5 Weight 5 5 Years KPI Performance Measurement Department X Usage 1: Employee s Performa nce measure ment (monthly, yearly) (5 years successio n planning) Usage 2: Departme nts, Projects, Programs, Portfolio tasks Performa nce measure ment (, monthly, yearly, 5years)
Process 1 Process 2 Process 3 Process 4 Process 5 Process 6 Process 7 Process 8 Process 9 Process 10 Process 13 Process 12 Process 11 Process 14 Process 15 Process 16 Process 17 Process 18 Process 19 Process 20 Process 21 Process 22 Service X Product Y Department 1 Department 5 Department 2 Department 1 Department 1 Department 2 Department 1 Department 4 Department 5 Department 3 Department 1 Department 3 Department 2 Department 3 Department 4 Department 1 Department 2 Department 3 Department 2 Department 3 Department 1 Department 4
Sub Process 1 Sub Process 2 Sub Process 3 Sub Process 4 Sub Process 5 Service X Product Y Department 1 Department 3 Department 1 Department 3 Department 2 Task 1 Task 2 Task 3 Task 4 Task 5 Task 1 Task 2 Task 3 Task 4 Task 5 Task 1 Task 2 Task 3 Task 4 Task 5 Task 1 Task 2 Task 3 Task 4 Task 5 Task 1 Task 2 Task 3 Task 4 Task 5
Company X Budget Department 3 Budget Financial statement Monthly Cash Flow Auditing Costs Auditing Costs Employees Costs Department 4 Budget Department 2 Budget Department 1 Budget Department 5 Budget Expenditure Income Should be either; Balanced or, Excess in Income EXPECTED ACTUAL EXPECTED ACTUAL
Supports work alignment between the different departments towards a more collaborative workforce and a sustainable workplace and self dependent workplace Company X Financial Statement Department 3 Financial Statement Department 4 Financial Statement Department 2 Financial Statement Department 1 Financial Statement Department 5 Financial Statement Financial Accounting
Financial Accounting Costs Breakdown to match as per each project Project 1 Project 6Project 5Project 2 Project 4Project 3 Project 11 Project 9 Project 8Project 7 Project 10 ServicesProducts Our Accounting system already supports this synchronization But Requires a re-structuring PROJECTMANAGEMENT Initiation - Preperation Planning Implementation Monitoring and Assessment Continuous improvment Project 12 Program 1 Program 2 Program 3
Main Processes Procedures Sub Processes Efficiency Effecteviness Position Level Duties Main Purpose Responsibility Direct Reporting Skills Tools Competencies Clients Decision making Problem Solving Reports Preperation Knowledge Relationships Work Experience Formal Education Skills Certefication ServicesProducts Strategic Goals Performance Management System Innovation Creativity
Every task we accomplish at Company X should be considered as an ICEBERG, with either of the following options: Benefits Constraints Shown Hidden Shown Hidden
We need to Log every thing and make it accessible for everyone to benefit from... MAIN GOAL, to have it in our culture that we: Admit our strengths and share them Admit our mistakes and share them Admit our areas for improvement and share them To achieve this goal we need to better structure these information to help drive our goal of having an automated Company X which can run it self on its own** ** On its own à refers to a zero defect workplace
Company X Employees Training Development New projects and tasks to be accomplished Aiming to be done internally Ability to take new tasks and perform certain jobs more efficiently and effectively Skills and competencies Increase efficiency and effectiveness for current tasks and processes Each employee to have his/her own SWOT analysis Return on Investment Each employee to have his/her own PESTL analysis Creativity Innovation These 3 requirements should be accomplished and measured prior to any employee training approval Performance apraisal Performance Assessment Employees Goals Department goals Company X Strategic Goals Customers Assessment Stakeholders assessment Risk analysis
Performance Management Vs Financial Accounting Management Tasks Breakdown to match as per each project Every JoD we pay should be linked with a return on investment in reference to; Process Mappings à Operational Goals à Strategic Goals ServicesProducts Our Accounting system already supports this synchronization But Requires a re-structuring PROJECTMANAGEMENT Initiation - Preperation Planning Implementation Monitoring and Assessment Continuous improvment Project 1 Project 6Project 5Project 2 Project 4Project 3 Project 11 Project 9 Project 8Project 7 Project 10 Project 12 Program 1 Program 2 Program 3
Performance Management Vs Financial Accounting Management This will help remove the constraints, since it will help point the fingers towards; What to reduce -in terms of expenditures- What to increase -in terms of income (training, consultation, sponsorships, lectures, etc ..- ServicesProducts Our Accounting system already supports this synchronization But Requires a re-structuring PROJECTMANAGEMENT Initiation - Preperation Planning Implementation Monitoring and Assessment Continuous improvment Project 1 Project 6Project 5Project 2 Project 4Project 3 Project 11 Project 9 Project 8Project 7 Project 10 Project 12 Program 1 Program 2 Program 3 Every task to be done at Company X to be associated with a project
Products Services Performance Management Vs Financial Accounting Management Company X Employees Training Development New projects and tasks to be accomplished Aiming to be done internally Ability to take new tasks and perform certain jobs more efficiently and effectively Skills and competencies Increase efficiency and effectiveness for current tasks and processes Return on Investment AN Interactive Financial Statement PROJECTMANAGEMENT Initiation - Preperation Planning Implementation Monitoring and Assessment Continuous improvment Project 1 Project 6Project 5Project 2 Project 4Project 3 Project 11 Project 9 Project 8Project 7 Project 10 Project 12 Program 1 Program 2 Program 3
Company X Mystery Shopper Customer Satisfaction Employee Satisfaction MarketingSalesPromotions Training Sessions Awareness Sessions All of the above should be part of each program’s criteria This is because Each reflects an important part and represent a foundation for continuous improvement and development Each of our employees to be an Excellence ambassador And Supports Company X vision and become a catalyst for more competitiveness and profits With an aim for Event Management … etc
Aimingtowards Our Employees are valuable assets AimingtowardsWe end each year with a question: Are you ready to leave us or not yet ? Yes, but I want to stay to help accomplish the center’s vision Yes, but I may come back J Yes, as I am an excess at the Company No, I still have a lot to learn and do at the Company Aimingtowards Our processes will focus on having a healthy and transparent workplace TALENT DEFFERENTIATION – Each Employee is an Entrepreneur
Social Responsibility 1 day away from work 2 days away from work 3 days away from work 4 days away from work 5 days away from work Single social responsibility activity done alone or with a group Should be proofed and measured and its reflection to be monitored continuously Double social responsibility activity (same topic or different topics) done alone or with a group Should be proofed and measured and its reflection to be monitored continuously Triple social responsibility activity (same topic or different topics) done alone or with a group Should be proofed and measured and its reflection to be monitored continuously Social responsibility Project done alone or with a group Should be proofed and measured and its reflection to be monitored continuously Social responsibility Project done alone or with a group Should be proofed and measured and its reflection to be monitored continuously Company X Main Strategic Theme and Strategic Goals Company X Main Strategic Theme and Strategic Goals Company X Main Strategic Theme and Strategic Goals Company X Main Strategic Theme and Strategic Goals Company X Main Strategic Theme and Strategic Goals VALUECHAIN VALUECHAIN A project template to be created and distributed PLANT Company X Values in our Employees
IDEAS Generation for every single issue related to Company X EXAMPLE Near Department 1 staff Near Department 2 staff Near Department 3 staff Near Department 4 staff Near Department 5 staff 1- We will be Educating our Staff... 2- We will be educating our Customers… 3- We will be educating our visitors… 4- We will be educating our guests… 5- We will be educating our Support Services employees… We will be contributing towards a better country Environment Protection Recycling – Reusing We will need to measure each of the previous 5 categories… We will need to measure reflection each of the previous 5 categories on outside world We will need to measure return on investment and use it productively... 1 2 5 43 Continuous monitoring and measurment Spread the knowledge of sustainability Add advices around them and associate them with real numbers form Company X experience Makes everyone proud of what they are doing in helping the country and the world
LABOUR DAY 1/5/20XX We need to focus on two areas Help support staff dreams to develop in their career Help support the succession planning and career plans Yearly bases to be implemented by Company X General Manager Quarterly bases to be implemented by Company X Managers One employee at a time to be Company X General Manager on the next working day after LABOR DAY off day One employee at a time to be Company X Manager / per each department on the first working day of Jan,Apr,Jul,Oct
ManageServiceDeliveryProject/AddValuetodeliveredservices&Products Leadership Human Resources Partnerships and Resources Customer / End User Infrastructure National Goals Economy and investment Strategy Strategic Goals Valuechaintoproduce/DevelopServices&Products() Vision Mission Values Involvement Company X Organizational Structure Empowerment/Delegation/ Capabilities build up Quality CostTime Innovative Environment Identify/Analyze Risks Long term relationships Exchange Experiences Services Specifications LessonsLearned/ Continuous Improvement Identify needs Communication Involvements Support Creativity and innovation Social Responsibility Involvement Goals Communication Research Readiness Analytical Readiness Win – Win Relationship Communication Researches Business Etiquette Support studies and researches Studies and Researches Knowledge Spread Innovative Environment Country different sectors Awareness / Training Win – Win Relationship Strategic Goals Identify needs Identify needs % % % % % LessonsLearned/ Continuous ImprovementLessons Learned/ Continuous Improvement LessonsLearned/Continuous Improvement KPIs Capabilities & Experiences Operational Goals Strategic Goals Operational Goals Business Etiquette Studies & Researches Long term relationships Time Policies and Strategies Initiation - Preperat ions Plannin g Exec ution Measurem ent and Monitorin g Continuou s Improvmen t KPIs KPIs KPIs LessonsLearned/ Continuous Improvement KPIs Ideas and Suggestions Strategic Goals Empowerments Tools and Equipments Social Responsibility Communication Efforts Processes Quality CostTime Quality CostTime Quality CostTime Quality CostTime Agreements Communication Awareness / Training Ideas & Suggestions Recognition Rewards and Encouragements Ideas & Suggestions Awareness / Training Rewards and Encouragements Technological Readiness Financial Resources Human Resources Tools and Equipments Not to force employees on doing any thing Commitment to work plan/ recognition Community Company X Innovational Excellence Framework structure
Executive Director Manager Employee Co-Worker Customer Partner Per Process Per Employee Per Task Per Employee Per Task Per Employee Per Process Per Employee Per Process Per Employee Per Process Per Employee Assign per manager… To be assigned at the beginning of the service/product value chain Can allow & announce an extra margin for creativity and innovation Margin in either/both Time and Cost But not Quality Assign per employee… To be assigned at the beginning of the process per each service/product value chain Can be re-assigned or mutual assignment for training/ qualifications purposes (to be categorized) Can allow & announce an extra margin for creativity and innovation Margin in either/both Time and Cost But not Quality Employees self assessment for their work Can be compared later and help develop employees to better assess themselves Later to be justified and explained Employees self assessment for their co-workers When compared, margin of error (gap) will be pointed out and to be eliminated Later to be justified and explained Customers self assessment for employees they deal with This to be done at the end of each process/service delivery/ product Later to be justified and explained Partners assessment for employees they deal with This to be done at the end of each process/service delivery/ product Later to be justified and explained Positions’ Required Skills Positions’ Required Skills Positions’ Required Skills Positions’ Required Skills Positions’ Required Skills Positions’ Required Skills Assign per manager… To be assigned at the beginning of the service/product value chain Can allow & announce an extra margin for creativity and innovation Margin in either/both Time and Cost But not Quality Assign per employee… To be assigned at the beginning of the process per each service/product value chain Can be re-assigned or mutual assignment for training/qualifications purposes Can allow & announce an extra margin for creativity and innovation Margin in either/both Time and Cost But not Quality Employees self assessment for their work Can be compared later and help develop employees to better assess themselves Later to be justified and explained Employees self assessment for their co-workers When compared, margin of error (gap) will be pointed out and to be eliminated Later to be justified and explained Customers self assessment for employees they deal with This to be done at the end of each process/service delivery/product Later to be justified and explained Partners assessment for employees they deal with This to be done at the end of each process/service delivery/product Later to be justified and explained Education Recommendations Skills Certeficates Experiance Exams Interviews When On Board (Employees to assess themselves in all aspects) When Qualifying (Employees to assess themselves in all aspects) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Can be broken down per skill or Automatically Distributed Per Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Supplier Per Process Per Employee Suppliers assessment for employees they deal with This to be done at the end of each process/service delivery/ product Later to be justified and explained Positions’ Required Skills Suppliers assessment for employees they deal with This to be done at the end of each process/service delivery/product Later to be justified and explainedPer Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Can be broken down per task or Automatically Distributed Can be broken down per Processes or Automatically Distributed Can be broken down per skill or Automatically Distributed Can be broken down per task or Automatically Distributed Can be broken down per sub-processes or Automatically Distributed Can be broken down per skill or Automatically Distributed Can be broken down per task or Automatically Distributed Can be broken down per task or Automatically Distributed Can be broken down per skill or Automatically Distributed Can be broken down per task or Automatically Distributed Can be broken down per sub-processes or Automatically Distributed Can be broken down per skill or Automatically Distributed Can be broken down per task or Automatically Distributed Can be broken down per sub-processes or Automatically Distributed Can be broken down per skill or Automatically Distributed Can be broken down per task or Automatically Distributed Can be broken down per sub-processes or Automatically Distributed Can be broken down per skill or Automatically Distributed Can be broken down per task or Automatically Distributed Can be broken down per sub-processes or Automatically Distributed Extra optional Skills Extra optional Skills Extra optional Skills Extra optional Skills Extra optional Skills Extra optional Skills All extra points to be provided here These will be given extra % as a bonus during the full assessment Related to margins provided All extra points to be provided here These will be given extra % as a bonus during the full assessment Related to margins provided All extra points to be provided here These will be given extra % as a bonus during the full assessment Related to margins provided All extra points to be provided here These will be given extra % as a bonus during the full assessment Related to margins provided All extra points to be provided here These will be given extra % as a bonus during the full assessment Related to margins provided All extra points to be provided here These will be given extra % as a bonus during the full assessment Related to margins provided Per Weight (may differ based on the process) Per Weight (may differ based on the process) MUST be broken down per skill Per Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Extra optional Skills All extra points to be provided here These will be given extra % as a bonus during the full assessment Related to margins providedPer Weight (may differ based on the process) Per Weight (may differ based on the process) MUST be broken down per skill MUST be broken down per skill MUST be broken down per skill MUST be broken down per skill MUST be broken down per skill MUST be broken down per skill Must attach each related document for current/future reference Must attach each related document for current/future reference Must attach each related document for current/future reference Must attach each related document for current/future reference A% B% C% D% E% F% G% Education Recommendations Skills Certeficates Experiance Exams Interviews A% B% C% D% E% F% G% 100% 100% A certain targeted % is required to fit in any position Targeted % to be given an upper threshold and lower threshold If upper threshold was exceeded multiple times, the employee will be advised to whether qualify for the next level or stay in the same level If lower threshold was exceeded multiple times, the employee will be advised to explain, justify and advise Career Plans Successio nPlanning Assessme ntResults Process Per Sub Process / Task Per Employee Process KPIs to be reflected on the Employee assessment Process PIs to be reflected on the Employee assessment The employee is the main catalyst for the success of the process Positions’ Required Skills Process KPIs to be reflected on the Employee assessment Process PIs to be reflected on the Employee assessment The employee is the main catalyst for the success of the processPer Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Can be broken down per skill or Automatically Distributed Can be broken down per task or Automatically Distributed Can be broken down per sub-processes/task or Automatically Distributed Extra optional Skills Process KPIs to be reflected on the Employee assessment Process PIs to be reflected on the Employee assessment The employee is the main catalyst for the success of the processPer Weight (may differ based on the process) MUST be broken down per skill A certain targeted % is required to fit in any position Targeted % to be given an upper threshold and lower threshold If upper threshold was exceeded multiple times, the employee will be advised to whether qualify for the next level or stay in the same level If lower threshold was exceeded multiple times, the employee will be advised to explain, justify and advise Human Resources Developmental Excellence Framework structure

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Change management framework structure

  • 1.
    Company X Strategic Goals Customers MainStrategicTheme(ContainerforallCompanyX StrategicThemes) Customer CentricStrategy A zero defect workplace An Automated workplace Innovation Adoption Is the Key MainStrategicTheme(ContainerforallCompanyX StrategicThemes)
  • 2.
    We Need toIdentify all kind of waste Each process should be identified in terms of its waste generation Each department has its own processes and procedures All departments should be aligned and work in synch to run the whole center in the most efficient and effective way This should aim towards developing our employees way of thinking and educate them on a continuous bases SUSTAINABILITY Processes’ Process Mapping Service and Products Process Mapping Our Employees are one of our main assets
  • 3.
    Department 1 Department2 Department 3 Department 4 HRIT Finance Company X
  • 4.
    Department 1 Department2 Department 3 Department 4 HRIT Finance Company X Main Processes Sub Processes Procedures Department Goals Forms Main Processes Sub Processes Procedures Department Goals Forms Main Processes Sub Processes Procedures Department Goals Forms Main Processes Sub Processes Procedures Department Goals Forms Main Processes Sub Processes Procedures Department Goals Forms
  • 5.
    Department 1 Department2 Department 3 Department 4 HRIT Finance Company X PRODUCTSSERVICES PRODUCTSSERVICES PRODUCTSSERVICES PRODUCTSSERVICES PRODUCTS SERVICES PRODUCTS SERVICES
  • 6.
    Department Goals Department Company X MainProcesses SubProcesses Procedures Forms TaskResponsible Employee Task reported to Time required to perform task Set by Employee Time required to perform task Set by Manager Cost required to perform task Set by Employee Cost required to perform task Set by Manager Quality required to perform task Set by Employee Quality required to perform task Set by ManagerQuality types Cost Types Cost QualityTime Efficiency KPIs need to be identified per each process
  • 7.
    Department Goals Department Company X MainProcesses SubProcesses Procedures Forms AllTasksDetails Targetsfor each Sub-Process Measurement Frequency for each Sub-Process Targets for each Main-Process Measurement Frequency for each Main-Process Data collection mean for each Sub-Process Data collection mean for each Main-Process
  • 9.
    KPI # 1 Weight 1 KPI # 2 Weight 2 KPI # 3 Weight3 KPI # 4 Weight 4 KPI # 5 Weight 5 KPI # 6 Weight 6 KPI # 7 Weight 7 Monthly KPI Performance Measurement Monthly KPI January Weight 1 Monthly KPI February Weight 2 Monthly KPI March Weight 3 Monthly KPI April Weight 4 Monthly KPI May Weight 5 Monthly KPI June Weight 6 Monthly KPI July Weight 7 Monthly KPI August Weight 8 Monthly KPI September Weight 9 Monthly KPI October Weight 10 Monthly KPI November Weight 11 Monthly KPI December Weight 12 Yearly KPI Performance Measurement Year KPI # 1 Weight 1 Year KPI # 2 Weight 2 Year KPI # 3 Weight 3 Year KPI # 4 Weight 4 Year KPI # 5 Weight 5 5 Years KPI Performance Measurement Department X Usage 1: Employee s Performa nce measure ment (monthly, yearly) (5 years successio n planning) Usage 2: Departme nts, Projects, Programs, Portfolio tasks Performa nce measure ment (, monthly, yearly, 5years)
  • 10.
    Process 1 Process 2 Process3 Process 4 Process 5 Process 6 Process 7 Process 8 Process 9 Process 10 Process 13 Process 12 Process 11 Process 14 Process 15 Process 16 Process 17 Process 18 Process 19 Process 20 Process 21 Process 22 Service X Product Y Department 1 Department 5 Department 2 Department 1 Department 1 Department 2 Department 1 Department 4 Department 5 Department 3 Department 1 Department 3 Department 2 Department 3 Department 4 Department 1 Department 2 Department 3 Department 2 Department 3 Department 1 Department 4
  • 11.
    Sub Process 1 SubProcess 2 Sub Process 3 Sub Process 4 Sub Process 5 Service X Product Y Department 1 Department 3 Department 1 Department 3 Department 2 Task 1 Task 2 Task 3 Task 4 Task 5 Task 1 Task 2 Task 3 Task 4 Task 5 Task 1 Task 2 Task 3 Task 4 Task 5 Task 1 Task 2 Task 3 Task 4 Task 5 Task 1 Task 2 Task 3 Task 4 Task 5
  • 12.
    Company X Budget Department 3 Budget Financialstatement Monthly Cash Flow Auditing Costs Auditing Costs Employees Costs Department 4 Budget Department 2 Budget Department 1 Budget Department 5 Budget Expenditure Income Should be either; Balanced or, Excess in Income EXPECTED ACTUAL EXPECTED ACTUAL
  • 13.
    Supports work alignmentbetween the different departments towards a more collaborative workforce and a sustainable workplace and self dependent workplace Company X Financial Statement Department 3 Financial Statement Department 4 Financial Statement Department 2 Financial Statement Department 1 Financial Statement Department 5 Financial Statement Financial Accounting
  • 14.
    Financial Accounting Costs Breakdownto match as per each project Project 1 Project 6Project 5Project 2 Project 4Project 3 Project 11 Project 9 Project 8Project 7 Project 10 ServicesProducts Our Accounting system already supports this synchronization But Requires a re-structuring PROJECTMANAGEMENT Initiation - Preperation Planning Implementation Monitoring and Assessment Continuous improvment Project 12 Program 1 Program 2 Program 3
  • 15.
    Main Processes Procedures Sub Processes Efficiency Effecteviness Position Level Duties Main Purpose Responsibility Direct Reporting Skills Tools Competencies Clients Decisionmaking Problem Solving Reports Preperation Knowledge Relationships Work Experience Formal Education Skills Certefication ServicesProducts Strategic Goals Performance Management System Innovation Creativity
  • 16.
    Every task weaccomplish at Company X should be considered as an ICEBERG, with either of the following options: Benefits Constraints Shown Hidden Shown Hidden
  • 17.
    We need toLog every thing and make it accessible for everyone to benefit from... MAIN GOAL, to have it in our culture that we: Admit our strengths and share them Admit our mistakes and share them Admit our areas for improvement and share them To achieve this goal we need to better structure these information to help drive our goal of having an automated Company X which can run it self on its own** ** On its own à refers to a zero defect workplace
  • 18.
    Company X EmployeesTraining Development New projects and tasks to be accomplished Aiming to be done internally Ability to take new tasks and perform certain jobs more efficiently and effectively Skills and competencies Increase efficiency and effectiveness for current tasks and processes Each employee to have his/her own SWOT analysis Return on Investment Each employee to have his/her own PESTL analysis Creativity Innovation These 3 requirements should be accomplished and measured prior to any employee training approval Performance apraisal Performance Assessment Employees Goals Department goals Company X Strategic Goals Customers Assessment Stakeholders assessment Risk analysis
  • 19.
    Performance Management VsFinancial Accounting Management Tasks Breakdown to match as per each project Every JoD we pay should be linked with a return on investment in reference to; Process Mappings à Operational Goals à Strategic Goals ServicesProducts Our Accounting system already supports this synchronization But Requires a re-structuring PROJECTMANAGEMENT Initiation - Preperation Planning Implementation Monitoring and Assessment Continuous improvment Project 1 Project 6Project 5Project 2 Project 4Project 3 Project 11 Project 9 Project 8Project 7 Project 10 Project 12 Program 1 Program 2 Program 3
  • 20.
    Performance Management VsFinancial Accounting Management This will help remove the constraints, since it will help point the fingers towards; What to reduce -in terms of expenditures- What to increase -in terms of income (training, consultation, sponsorships, lectures, etc ..- ServicesProducts Our Accounting system already supports this synchronization But Requires a re-structuring PROJECTMANAGEMENT Initiation - Preperation Planning Implementation Monitoring and Assessment Continuous improvment Project 1 Project 6Project 5Project 2 Project 4Project 3 Project 11 Project 9 Project 8Project 7 Project 10 Project 12 Program 1 Program 2 Program 3 Every task to be done at Company X to be associated with a project
  • 21.
    Products Services Performance ManagementVs Financial Accounting Management Company X Employees Training Development New projects and tasks to be accomplished Aiming to be done internally Ability to take new tasks and perform certain jobs more efficiently and effectively Skills and competencies Increase efficiency and effectiveness for current tasks and processes Return on Investment AN Interactive Financial Statement PROJECTMANAGEMENT Initiation - Preperation Planning Implementation Monitoring and Assessment Continuous improvment Project 1 Project 6Project 5Project 2 Project 4Project 3 Project 11 Project 9 Project 8Project 7 Project 10 Project 12 Program 1 Program 2 Program 3
  • 22.
    Company X Mystery Shopper Customer Satisfaction Employee Satisfaction MarketingSalesPromotions Training Sessions Awareness Sessions All ofthe above should be part of each program’s criteria This is because Each reflects an important part and represent a foundation for continuous improvement and development Each of our employees to be an Excellence ambassador And Supports Company X vision and become a catalyst for more competitiveness and profits With an aim for Event Management … etc
  • 23.
    Aimingtowards Our Employees are valuableassets AimingtowardsWe end each year with a question: Are you ready to leave us or not yet ? Yes, but I want to stay to help accomplish the center’s vision Yes, but I may come back J Yes, as I am an excess at the Company No, I still have a lot to learn and do at the Company Aimingtowards Our processes will focus on having a healthy and transparent workplace TALENT DEFFERENTIATION – Each Employee is an Entrepreneur
  • 24.
    Social Responsibility 1 dayaway from work 2 days away from work 3 days away from work 4 days away from work 5 days away from work Single social responsibility activity done alone or with a group Should be proofed and measured and its reflection to be monitored continuously Double social responsibility activity (same topic or different topics) done alone or with a group Should be proofed and measured and its reflection to be monitored continuously Triple social responsibility activity (same topic or different topics) done alone or with a group Should be proofed and measured and its reflection to be monitored continuously Social responsibility Project done alone or with a group Should be proofed and measured and its reflection to be monitored continuously Social responsibility Project done alone or with a group Should be proofed and measured and its reflection to be monitored continuously Company X Main Strategic Theme and Strategic Goals Company X Main Strategic Theme and Strategic Goals Company X Main Strategic Theme and Strategic Goals Company X Main Strategic Theme and Strategic Goals Company X Main Strategic Theme and Strategic Goals VALUECHAIN VALUECHAIN A project template to be created and distributed PLANT Company X Values in our Employees
  • 25.
    IDEAS Generation forevery single issue related to Company X EXAMPLE Near Department 1 staff Near Department 2 staff Near Department 3 staff Near Department 4 staff Near Department 5 staff 1- We will be Educating our Staff... 2- We will be educating our Customers… 3- We will be educating our visitors… 4- We will be educating our guests… 5- We will be educating our Support Services employees… We will be contributing towards a better country Environment Protection Recycling – Reusing We will need to measure each of the previous 5 categories… We will need to measure reflection each of the previous 5 categories on outside world We will need to measure return on investment and use it productively... 1 2 5 43 Continuous monitoring and measurment Spread the knowledge of sustainability Add advices around them and associate them with real numbers form Company X experience Makes everyone proud of what they are doing in helping the country and the world
  • 26.
    LABOUR DAY 1/5/20XX We need tofocus on two areas Help support staff dreams to develop in their career Help support the succession planning and career plans Yearly bases to be implemented by Company X General Manager Quarterly bases to be implemented by Company X Managers One employee at a time to be Company X General Manager on the next working day after LABOR DAY off day One employee at a time to be Company X Manager / per each department on the first working day of Jan,Apr,Jul,Oct
  • 27.
    ManageServiceDeliveryProject/AddValuetodeliveredservices&Products Leadership Human Resources Partnerships and Resources Customer/ End User Infrastructure National Goals Economy and investment Strategy Strategic Goals Valuechaintoproduce/DevelopServices&Products() Vision Mission Values Involvement Company X Organizational Structure Empowerment/Delegation/ Capabilities build up Quality CostTime Innovative Environment Identify/Analyze Risks Long term relationships Exchange Experiences Services Specifications LessonsLearned/ Continuous Improvement Identify needs Communication Involvements Support Creativity and innovation Social Responsibility Involvement Goals Communication Research Readiness Analytical Readiness Win – Win Relationship Communication Researches Business Etiquette Support studies and researches Studies and Researches Knowledge Spread Innovative Environment Country different sectors Awareness / Training Win – Win Relationship Strategic Goals Identify needs Identify needs % % % % % LessonsLearned/ Continuous ImprovementLessons Learned/ Continuous Improvement LessonsLearned/Continuous Improvement KPIs Capabilities & Experiences Operational Goals Strategic Goals Operational Goals Business Etiquette Studies & Researches Long term relationships Time Policies and Strategies Initiation - Preperat ions Plannin g Exec ution Measurem ent and Monitorin g Continuou s Improvmen t KPIs KPIs KPIs LessonsLearned/ Continuous Improvement KPIs Ideas and Suggestions Strategic Goals Empowerments Tools and Equipments Social Responsibility Communication Efforts Processes Quality CostTime Quality CostTime Quality CostTime Quality CostTime Agreements Communication Awareness / Training Ideas & Suggestions Recognition Rewards and Encouragements Ideas & Suggestions Awareness / Training Rewards and Encouragements Technological Readiness Financial Resources Human Resources Tools and Equipments Not to force employees on doing any thing Commitment to work plan/ recognition Community Company X Innovational Excellence Framework structure
  • 28.
    Executive Director Manager Employee Co-Worker Customer Partner Per Process PerEmployee Per Task Per Employee Per Task Per Employee Per Process Per Employee Per Process Per Employee Per Process Per Employee Assign per manager… To be assigned at the beginning of the service/product value chain Can allow & announce an extra margin for creativity and innovation Margin in either/both Time and Cost But not Quality Assign per employee… To be assigned at the beginning of the process per each service/product value chain Can be re-assigned or mutual assignment for training/ qualifications purposes (to be categorized) Can allow & announce an extra margin for creativity and innovation Margin in either/both Time and Cost But not Quality Employees self assessment for their work Can be compared later and help develop employees to better assess themselves Later to be justified and explained Employees self assessment for their co-workers When compared, margin of error (gap) will be pointed out and to be eliminated Later to be justified and explained Customers self assessment for employees they deal with This to be done at the end of each process/service delivery/ product Later to be justified and explained Partners assessment for employees they deal with This to be done at the end of each process/service delivery/ product Later to be justified and explained Positions’ Required Skills Positions’ Required Skills Positions’ Required Skills Positions’ Required Skills Positions’ Required Skills Positions’ Required Skills Assign per manager… To be assigned at the beginning of the service/product value chain Can allow & announce an extra margin for creativity and innovation Margin in either/both Time and Cost But not Quality Assign per employee… To be assigned at the beginning of the process per each service/product value chain Can be re-assigned or mutual assignment for training/qualifications purposes Can allow & announce an extra margin for creativity and innovation Margin in either/both Time and Cost But not Quality Employees self assessment for their work Can be compared later and help develop employees to better assess themselves Later to be justified and explained Employees self assessment for their co-workers When compared, margin of error (gap) will be pointed out and to be eliminated Later to be justified and explained Customers self assessment for employees they deal with This to be done at the end of each process/service delivery/product Later to be justified and explained Partners assessment for employees they deal with This to be done at the end of each process/service delivery/product Later to be justified and explained Education Recommendations Skills Certeficates Experiance Exams Interviews When On Board (Employees to assess themselves in all aspects) When Qualifying (Employees to assess themselves in all aspects) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Can be broken down per skill or Automatically Distributed Per Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Supplier Per Process Per Employee Suppliers assessment for employees they deal with This to be done at the end of each process/service delivery/ product Later to be justified and explained Positions’ Required Skills Suppliers assessment for employees they deal with This to be done at the end of each process/service delivery/product Later to be justified and explainedPer Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Can be broken down per task or Automatically Distributed Can be broken down per Processes or Automatically Distributed Can be broken down per skill or Automatically Distributed Can be broken down per task or Automatically Distributed Can be broken down per sub-processes or Automatically Distributed Can be broken down per skill or Automatically Distributed Can be broken down per task or Automatically Distributed Can be broken down per task or Automatically Distributed Can be broken down per skill or Automatically Distributed Can be broken down per task or Automatically Distributed Can be broken down per sub-processes or Automatically Distributed Can be broken down per skill or Automatically Distributed Can be broken down per task or Automatically Distributed Can be broken down per sub-processes or Automatically Distributed Can be broken down per skill or Automatically Distributed Can be broken down per task or Automatically Distributed Can be broken down per sub-processes or Automatically Distributed Can be broken down per skill or Automatically Distributed Can be broken down per task or Automatically Distributed Can be broken down per sub-processes or Automatically Distributed Extra optional Skills Extra optional Skills Extra optional Skills Extra optional Skills Extra optional Skills Extra optional Skills All extra points to be provided here These will be given extra % as a bonus during the full assessment Related to margins provided All extra points to be provided here These will be given extra % as a bonus during the full assessment Related to margins provided All extra points to be provided here These will be given extra % as a bonus during the full assessment Related to margins provided All extra points to be provided here These will be given extra % as a bonus during the full assessment Related to margins provided All extra points to be provided here These will be given extra % as a bonus during the full assessment Related to margins provided All extra points to be provided here These will be given extra % as a bonus during the full assessment Related to margins provided Per Weight (may differ based on the process) Per Weight (may differ based on the process) MUST be broken down per skill Per Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Extra optional Skills All extra points to be provided here These will be given extra % as a bonus during the full assessment Related to margins providedPer Weight (may differ based on the process) Per Weight (may differ based on the process) MUST be broken down per skill MUST be broken down per skill MUST be broken down per skill MUST be broken down per skill MUST be broken down per skill MUST be broken down per skill Must attach each related document for current/future reference Must attach each related document for current/future reference Must attach each related document for current/future reference Must attach each related document for current/future reference A% B% C% D% E% F% G% Education Recommendations Skills Certeficates Experiance Exams Interviews A% B% C% D% E% F% G% 100% 100% A certain targeted % is required to fit in any position Targeted % to be given an upper threshold and lower threshold If upper threshold was exceeded multiple times, the employee will be advised to whether qualify for the next level or stay in the same level If lower threshold was exceeded multiple times, the employee will be advised to explain, justify and advise Career Plans Successio nPlanning Assessme ntResults Process Per Sub Process / Task Per Employee Process KPIs to be reflected on the Employee assessment Process PIs to be reflected on the Employee assessment The employee is the main catalyst for the success of the process Positions’ Required Skills Process KPIs to be reflected on the Employee assessment Process PIs to be reflected on the Employee assessment The employee is the main catalyst for the success of the processPer Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process) Can be broken down per skill or Automatically Distributed Can be broken down per task or Automatically Distributed Can be broken down per sub-processes/task or Automatically Distributed Extra optional Skills Process KPIs to be reflected on the Employee assessment Process PIs to be reflected on the Employee assessment The employee is the main catalyst for the success of the processPer Weight (may differ based on the process) MUST be broken down per skill A certain targeted % is required to fit in any position Targeted % to be given an upper threshold and lower threshold If upper threshold was exceeded multiple times, the employee will be advised to whether qualify for the next level or stay in the same level If lower threshold was exceeded multiple times, the employee will be advised to explain, justify and advise Human Resources Developmental Excellence Framework structure