Resources
Products
Markets
Financial Results
46
Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Key Result Areas for the Company
1. Markets
2. Products
3. Resources
4. Financial Results
5. Operational Systems
6. Management Systems
7. Culture
47
Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Key Result Areas for the Company
1. Markets
- Market Share
- Market Penetration
- Market Development
2. Products
- Product Development
- Product Quality
- Product Cost
3. Resources
-
Presenting this set of slides with name - Staff Performance Evaluation Powerpoint Presentation Slides. This complete presentation has a set of thirty slides to show your mastery of the subject. Use this ready-made PowerPoint presentation to present before your internal teams or the audience. All presentation designs in this Staff Performance Evaluation Powerpoint Presentation Slides have been crafted by our team of expert PowerPoint designers using the best of PPT templates, images, data-driven graphs and vector icons. The content has been well-researched by our team of business researchers. The biggest advantage of downloading this deck is that it is fully editable in PowerPoint. You can change the colors, font and text without any hassle to suit your business needs.
Presenting this set of slides with name - Staff Performance Evaluation Powerpoint Presentation Slides. This complete presentation has a set of thirty slides to show your mastery of the subject. Use this ready-made PowerPoint presentation to present before your internal teams or the audience. All presentation designs in this Staff Performance Evaluation Powerpoint Presentation Slides have been crafted by our team of expert PowerPoint designers using the best of PPT templates, images, data-driven graphs and vector icons. The content has been well-researched by our team of business researchers. The biggest advantage of downloading this deck is that it is fully editable in PowerPoint. You can change the colors, font and text without any hassle to suit your business needs.
Sample performance appraisal questions and answersmariavernon59
In this file, you can ref useful information about sample performance appraisal questions and answers such as sample performance appraisal questions and answers methods
Did you know that some of the most flawed aspects of performance management have actually been around for centuries? Chinese civil servants had stack ranking in the third century. And officers in the Napoleonic wars were subject to 360 degree reviews.
Despite its long history, no one’s ever been thrilled about the performance management process. Even high-performing employees dislike reviews, and most managers certainly don’t enjoy giving them.
What can we do to make it less about “managing” performance and more about reinforcing behaviors and coaching our employees to even greater success? Which new practices are companies adopting and how effective are they?
Join Rob Schmitter, Solutions Architect and Melanie Schrems, Strategist and Consultant from Globoforce as they discuss the evolution of performance management and where its headed.
You will learn:
The business value of positive reinforcement & social recognition
New research on cutting edge performance management practices
How ongoing, crowdsourced feedback can enhance the review process
Key result areas performance appraisalnanamoore807
In this file, you can ref useful information about key result areas performance appraisal such as key result areas performance appraisal methods, key result areas performance appraisal tips
Training Slides of Performance Management , discussing the importance of Performance and Leadership.
Some Key-Points:
- Appraisal
- Performance Management
- Project Record
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Sample performance appraisal questions and answersmariavernon59
In this file, you can ref useful information about sample performance appraisal questions and answers such as sample performance appraisal questions and answers methods
Did you know that some of the most flawed aspects of performance management have actually been around for centuries? Chinese civil servants had stack ranking in the third century. And officers in the Napoleonic wars were subject to 360 degree reviews.
Despite its long history, no one’s ever been thrilled about the performance management process. Even high-performing employees dislike reviews, and most managers certainly don’t enjoy giving them.
What can we do to make it less about “managing” performance and more about reinforcing behaviors and coaching our employees to even greater success? Which new practices are companies adopting and how effective are they?
Join Rob Schmitter, Solutions Architect and Melanie Schrems, Strategist and Consultant from Globoforce as they discuss the evolution of performance management and where its headed.
You will learn:
The business value of positive reinforcement & social recognition
New research on cutting edge performance management practices
How ongoing, crowdsourced feedback can enhance the review process
Key result areas performance appraisalnanamoore807
In this file, you can ref useful information about key result areas performance appraisal such as key result areas performance appraisal methods, key result areas performance appraisal tips
Training Slides of Performance Management , discussing the importance of Performance and Leadership.
Some Key-Points:
- Appraisal
- Performance Management
- Project Record
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Establishing meaningful, challenging goals is an essential skill for any manager. Research shows that such goals motivate employees and improve performance. At this practical, hands-on session, you’ll learn how to develop and articulate goals that set you and your employees up for success. By the end of the session, you’ll come away with a working draft of a set of goals for one of your employees, which you’ll be able to use as a model for writing goals for the rest of your team.
When it comes to project planning and execution, there are numerous factors that determine success or failure. The slightest deviation can impact both cost and schedule, however this is preventable with the right processes in place. With so much at stake, why leave it to chance?
Project Controls Expo 09/10 Nov London 2011 - An introduction to project cont...Project Controls Expo
Control: Definition
A management function aimed at achieving defined goals within an established timetable, and usually understood to have three components:
1. Setting standards
2. Measuring actual performance
3. Taking corrective action
Businessdictionary.com
Control consists of verifying whether everything occurs in conformity with the plan adopted, the instructions issued, and principles established. Its object is to point out weaknesses and errors in order to rectify them and prevent recurrence
Henri Fayol –General and Industrial Management (1949)
Project Controls encompass the people, processes and tools used to plan, manage and mitigate cost and schedule issues and any risk events that may impact a project.
What is corporate communication,corporate ethics,Aspects of corporate communication, communication for manager, conceptual skills, communication skills, and effectiveness skills.
SMART Goals and Feedback (Project Management)guest9006ab
Project Management is THE buzz word in business and more and more in academia. But managing things in projects does not guarantee success. Success and failure depends on people and communication. For this one of the most important things is the start and the end of a project. Setting goals at the start of the project ensures that everyone is working for the same thing. Feedback during and at the end of the project will provide everyone with very important information.
We will interactively explore these topics which try to reduce misunderstanding and make projects more fun.
From the Un-Distinguished Lecture Series (http://ws.cs.ubc.ca/~udls/). The talk was given Mar. 9, 2007
Goal setting - Adrian Fleming
There are many ways people suggest you set goals and make things happen but many of them are far from productive.
First of all you have the advice that is more like a set of affirmations such as don’t use the words “I can’t” or saying make sure you enjoy what you do. But living in the real world where results count, because that’s how we entrepreneurs profit, I always want people to be, not just realistic and positive, but also very clear on what goals are, why they have them and when the are most valuable.
Let’s start out with the main reasons that people don’t get things done or take their ideas and make something happen for themselves, fear, distractions, procrastination and fundamentally and aversion to risk. But I don’t want to dwell on reason why things are not happening when just setting goals can solve most of this for you.
There are some specific details that relate to you that are imperative, these are
What you want
Why
And how you are going to get there
There’s no secret to those but there are a few techniques you can apply to make goal setting easy and the results you get far more likely to be realised, so let me share these with you.
First of all, be very specific on goals, the more specific the better which means setting targets, for example the number of leads you want to attract per day, the number of sales you want to make a week, the profitability of the average sale. And this doesn’t just apply to business because if you were looking to get fit and loose weight, you should be having a specific weight loss goal in a specific timescale – this is why people who have an end goal, like running a marathon stay focused and are more likely to get there, so apply the same logic to your entrepreneurial activities too.
Here’s the other point, and we can use the marathon idea again as a great way to explain things. When you have a goal, share it with others because this makes you, what I call, accountable because if there’s one thing we humans hate to do, it’s fail publicly and have to explain whey we failed. The reality is pain is a better motivation than opportunity – another tactic that can be used all across your entrepreneurial journey in areas like marketing too. learn more at http://AdrianFleming.com
For FREE video training visit: http://AdrianFleming.com
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Introduction to strategic planning
Dr. Salim Hajje conference about Strategic Planning, he helped many private companies & government organizations to formulate and implement their: Vision, Mission, KRA, Goals, Objectives, Tasks, Strategies &Tactics-
Measuring the Impact of eLearning: Turning Kirkpatrick’s Four Levels of Evalu...Lambda Solutions
Access to webinar recording here: http://go.lambdasolutions.net/webinar-growing-trend-of-open-source-learning
Whether it’s to inform, to improve, to change—or a combination of these factors, training must have measurable outcomes that contribute to larger organizational goals. Good training evaluation techniques identify and measure the impact of learning on job performance and ultimately, organization-wide business results. When it comes to measuring eLearning, Donald Kirkpatrick’s Four Level of Evaluation model is one of the most widely used and respected worldwide.
Co-hosted by Paula Yunker, with 30+ years of instructional design experience and certification in Kirkpatricks Four Levels Evaluation—this webinar will explore why learning evaluation is an important component of any training program and how you can measure the application of learning beyond the learning event itself. We’ll discuss how to implement learning evaluation that’s practical and provides value but isn’t complicated, time consuming or expensive. Paula will also share her favorite learning evaluation resources after the webinar!
Check out the slides to learn more about:
- Why learning evaluation is critical for business results
- Kirkpatrick’s four levels of evaluation explained
- Aligning learning to organizational goals
- Typical challenges implementing evaluation in an organization
- Practical strategies for implementing learning evaluation
- Our favorite learning evaluation resources
Developing Leaders Through a Structured Leadership Development ProgramWong Yew Yip
Many organizations realize the importance of effective leadership to enable an organization to achieve its vision, mission and strategic objectives and to make the organization successful. These organizations place high priority on the training and development of their leaders at various levels and embark on leadership development programs.
Unfortunately, many organizations go for the so-called "quick wins" by conducting a 2-5 days leadership development program, believing this will solve their leadership issues and booster business performance. These organizations have got to be realistic as it is just impossible to develop and turn people into instant effective leaders in 2-5 days.
To develop effective leaders, a Structured Leadership Development Program is needed with a proper process and blueprint for implementation, the duration of which could be at least 6 months.
Kirkpatrick's Four-Level Training Evaluation ModelMaram Barqawi
Donald Kirkpatrick, Professor Emeritus at the University of Wisconsin and past president of the American Society for Training and Development (ASTD), first published his Four-Level Training Evaluation Model in 1959, in the US Training and Development Journal.
The model was then updated in 1975, and again in 1994, when he published his best-known work, "Evaluating Training Programs."
It is a four level training evaluation model.
It helps trainers to measure the effectiveness of their training in an objective way.
Kirkpatrick’s model is a worldwide standard for evaluating the effectiveness of training.
Understanding the importance of Key Performance Indicators (KPIs) in today's competitive business environment, we're excited to introduce our comprehensive KPI Training Program. This program is designed to equip your team with the necessary skills to identify, analyze, and improve key business metrics, ultimately driving your company's performance and success.
Please visit our website at https://officecentralcloud.com/Trainings/KPItraining for more information and to register your interest!
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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5. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Elements of Core Control Systems
• Key Result Areas (From corporate or
department plans or individual role
descriptions)
• Objectives (From corporate or department
plans or individual role descriptions)
• Goals (From corporate, department, or
individual plans)
• Measurement
• Progress Review
• Performance Evaluation
• Rewards
5
6. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Key Result Areas
• Areas of performance which are essential to
the company’s, department’s or individual
position-holder’s success.
• Nine KRAs is considered the maximum number
6
7. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Objectives
• Broad statements of what needs to be in
achieved in each Key Result Area.
• For the company/department, objectives
define “strategy” – results to be achieved over
the longer term.
• For position-holders, objectives/activities
define what needs to be achieved within each
KRA.
• Not changed unless the strategy or structure
of the organization changes.
7
8. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Goals
•
Specific, measurable, time-dated
performance targets to be achieved. Each
objective will have one or more goals.
•
Requirements for effective goals:
–
–
–
–
Limited in number
Realistic; something that can be attained
Stated in measurable terms
Expectation of success should not be 100%
8
9. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
SMART Goals
S
Specific Outcome
M
Measurable
A
Achievable
Accountable and
R
Results-Oriented and
T
Time-Dated
Realistic
9
10. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Performance Measures
• Methods and procedures used to evaluate
performance
• Guidelines include:
– A preference for objective tests
– If subjective means are used, several different
measurements are suggested
10
11. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Measurement Methods
•
Profit Measurement
•
Monetary Measurement
•
Non-monetary Measurement
– Ratio: Numbers indicate the actual amounts of the
property being measured. Has an empirically
meaningful 0.
– Interval: Numbers have quantitative significance –
they represent distances between objects. The
difference between a score of 8 and a score of 10 is
the same as the difference between a score of 2 and
4.
– Ordinal: Numbers signify rank order, but have no
arithmetic significance.
– Nominal: Numbers are “labels” intended for
classification.
11
12. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Progress Review: Periodic Review of
Progress Made Toward Goals
Regular, periodic feedback to each member of a
manager’s team on performance against goals,
tasks assigned, and on-going responsibilities.
12
13. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Performance Evaluation
A formal process of evaluation and feedback
(based on established goals) from which
adjustments in an individual employee’s
performance can be made.
13
14. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Rewards
• Positive reinforcers for accomplishing
appropriate, goal-directed behavior.
• Rewards need to be valued by people.
• Something not desired does not constitute a
reward.
• Types of rewards
– Intrinsic
– Extrinsic
14
15. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
The Performance Management System
Strategy/
Role
Description
Goals
Behavior
Results
• KRAs
• Objectives
Progress
Review/
Feedback
Rewards
Performance
Evaluation/Appraisal
Measurement
System
15
16. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Operationalizing the
Performance Management
System – Individual Level
16
17. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
What is a Key Result Area-Based Role
Description?
•
Designed to support corporate strategy by
identifying specific areas where a position
contributes to the achievement of the
organization’s mission.
17
18. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Strategic Planning Waterfall
Organization
MISSION
STATEMENT
Business
Unit
Department
Individual/
Manager
KEY RESULT
AREAS
MISSION
STATEMENT
OBJECTIVES
KEY RESULT
AREAS
MISSION
STATEMENT
OBJECTIVES
KEY RESULT
AREAS
MISSION
STATEMENT
GOALS
OBJECTIVES
KEY RESULT
AREAS
ACTION
STEPS
GOALS
OBJECTIVES/
ACTIVITIES
ACTION
STEPS
GOALS
GOALS
ACTION
STEPS
CALENDARED
ACTION STEPS
18
19. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
What is a Key Result Area-Based Role
Description?
• Designed to support corporate strategy by
identifying specific areas where a position
contributes to the achievement of the
organization’s mission.
•
Communicates the dimensions of a position
to current and potential holders of that
position, as well as others within the
organization.
•
A guide for individual behavior.
•
A tool that managers can use as input for
hiring, training, and day-to-day supervision.
19
20. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Role Description
Mission
PositionSpecific
Broad statement of why
the position exists.
Objectives/Activities
PersonSpecific
Key Result Areas
Categories of activities
on which the position
holder should focus to
maximize success.
Broad statements of
what should be focused
upon in each category.
Goals
Action Steps
Results to be achieved
within the next 12
months within each
KRA.
Calendared activities to
achieve each objective.
20
21. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
What are the Components of the KRA
Role Description?
• Date
• Time Allocations
• Department
• Objectives/Activities
• Title
• Position
Requirements
• Mission
• Authority
• Key Result Areas
21
22. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Date, Department, Title
• When was the role description created or last
updated?
• Where in the organization does this position
reside?
• What do we call this position?
22
23. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Mission
• Why does this position exist in our
organization?
• What is its basic purpose?
• How does it support the organization’s
mission?
23
24. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Sample Mission Statement
Director of Marketing
To develop, implement, monitor and evaluate
strategic marketing plans that enable our firm
to profitably capture a dominant share of the
market. To effectively and efficiently utilize the
resources of the marketing team in meeting or
exceeding customer requirements.
24
25. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Sample Mission Statement
Executive Assistant
To ensure that the executive’s needs are met in
a smooth and timely manner. To serve as the
executive’s liaison with customers and staff.
25
26. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
What is a “Key Result Area”?
• An area where performance is critical to
success.
• A “category” of activities.
• Expressed in one, two, or three words (e.g.,
People Development, Manufacturing
Capability, Planning).
• Used in planning at the corporate,
department, and individual level.
• There should be 5 to 9 Key Result Areas.
26
27. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Example KRAs
Company President
• Financial Performance
• Strategic Planning
• Organizational Development
• Shareholder and Public Relations
• Corporate Culture Management
• Board Relations
• Staff Development and Supervision
27
28. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Role Description Worksheet
Date:
Department:
Title:
Mission:
KEY RESULT AREAS
Time Utilization
Now
Goal
1.
2.
3.
4.
5.
6.
7.
Position Requirements:
Education/Experience:
Skills/Knowledge/Ability:
Authority:
28
29. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Objectives/Activities
• For each KRA, what are the specific activities
that must be completed to fulfill the
performance requirements of that area?
• Specific to the position vs. the individual.
• Ongoing responsibilities vs. time-dated
goals.
• Expressed as an action (starts with a present
tense action verb).
29
31. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Levels of Decision-Making
1.
I have complete authority to decide and to act.
2.
I have complete authority, but must notify
someone else after I have decided.
3.
I have complete authority, but must consult
with someone else before I decide.
4.
I need the prior approval of someone else
before I decide.
5.
Someone else must consult with me before
deciding.
6.
Someone else informs me of their decision.
31
32. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Example Objectives/Activities
Administrative Support
• Word processes correspondence, manuscripts,
reports and other documents.
• Transcribes CDs.
• Screens and handles telephone calls.
• Maintains filing system.
32
33. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Example Individual Objectives/Activities
Supervision
• Recruits, hires and fires direct reports
• Oversees the development and maintenance of role descriptions for
direct reports
• Works with direct reports to establish their annual goals that support
the corporate strategy
• Meets periodically with direct reports to review operations
• Monitors the performance of direct reports toward their annual goals
• Conducts annual formal performance reviews for direct reports
• Gives informal performance feedback periodically to direct reports
• Decides compensation for direct reports
• Coaches, develops and serves as a resource to direct reports
• Disciplines employees as appropriate
33
34. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Role Description Worksheet
KEY RESULT AREA
1.
_______________________
OBJECTIVES/ACTIVITIES
a.
b.
c.
d.
e.
2.
_______________________
a.
b.
c.
d.
e.
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
34
36. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Example of a Company President Role Description
Date:
August 2, 2013
Department: Corporate
Title:
Company President
Mission:
To profitably and effectively manage the company and to
maintain the highest possible level of customer satisfaction.
Key Result Areas
1. Profitability
2. Staff Development/Management
3. Corporate Management
4. Planning
5. Corporate Culture Management
6. External and Public Relations
7. Organizational Development
8. Miscellaneous
Time Utilization
15%
10%
15%
20%
10%
15%
10%
5%
100%
36
37. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Example of a Company President Role Description
KEY RESULT AREAS
1.
Corporate Management
OBJECTIVES/ACTIVITIES
a.
b.
2.
Planning
Working with the senior management
team, ensures that corporate performance
is aligned with the company’s strategy.
Meets regularly with each senior manager
to identify and resolve issues related to
corporate performance.
a.
Leads the corporate strategic planning
process.
b. Works with senior management to develop
the corporate plan.
c. Works with members of senior
management to evaluate performance and
develop strategies for improving
performance against the corporate plan.
37
38. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Goals, Performance Review,
Performance Evaluation and
Rewards
38
39. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Strategies for Establishing Individual
Performance Goals
• Link to the individual’s Key Result Areas
• Support of the company’s business unit’s plan.
• Consider the individual’s needs, goals, skills, abilities.
• Limit number – no more than 3 to 5 in each Key Result
Area.
• Establish such that the individual responsible can exert
control over their achievement.
• Record in writing on the Performance Appraisal Form or
a “Goal Setting Form” so that they can be referred to
regularly by the manager and the individual responsible
for achieving them.
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40. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Goal Setting Worksheet
Individual’s Name:___________ Position:_______________
Key
Result
Area
Goals
Support for
Division/
Department
Goals
Support for
Personal Goals
1.
2.
3.
4.
5.
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41. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Performance Evaluation Form
Individual’s Name:___________ Position:_______________
Key Result
Area
Performance Achieved
Goals
1.
2.
3.
4.
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42. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Exercise: What Do People Value?
Reward
Importance
in General
Importance to
the People You
Supervise
Job security
Good wages
Interesting work
Sympathetic help on personal
problems
Promotional growth in the
organization
Feeling of being in on things
Full appreciation of work done
Personal loyalty to employees
Good working conditions
Tactful disciplining
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43.
Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Sample Plan Page
KEY RESULT AREA:
1.0 Markets and Products
Objective 1.1: Grow active buyer base at a rate consistent with overall
sales growth per year.
Goals
Prty
Who
When
1. Increase our
active buyer base
by 50% from
1/1/0x to
9/30/0x.
A
BH
10/1/13
2. Identify and
evaluate vehicles
for growth
beyond FY’0x.
A
BH
9/30/13
3. Identify new
strategies to
support FY ‘0x
growth.
C
LM
Status
6/30/13
43
44. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Operationalizing the
Performance Management
System – Company Level
44
45. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Key Result Areas for the Company
It is advisable to use the 6 levels of the Pyramid
of Organizational Development + Financial
Results:
- Markets
- Products
- Resources
- Financial Results
- Operational Systems
- Management Systems
- Culture
(Fiscal Management)
Why?
45
46. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Pyramid of Organizational Development
Corporate
Culture
Values Beliefs Norms
Management Systems
Planning
Accounting:
• Billing
• Payroll
Organization
Management
Development
Operational Systems
Production:
Marketing:
•Shipping
• Selling
Perf.
Mgmt.
Personnel:
• Hiring
• Compensation
Resources Management
Financial
Resources
Human
Resources
Technological and
Physical Resources
Products & Services
Develop Products (Services)
Markets
Define Market Segments and Niche
Business Foundation
• Business Definition
• Strategic Mission
•
Core Strategy
46
47. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Sample Objectives – Company
KRA 1.0 Markets
•
Profitably grow our market share.
•
Foster the best customer relationships in our industry.
Key Result Area 2.0 Resources
•
•
•
Achieve/maintain highly trained staff.
Minimize staff turnover.
Maintain physical environment with up-to-date
equipment, facilities, design, and ambiance that is both
safe and regulatory agency compliant.
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48. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Sample Goals
• Develop and begin production of two new
internally generated product ideas that will
result in total sales of $4 million by 12/31/13.
[Peter]
• Earn revenues of $5 million by 12/31/13.
[Paul]
• Open new accounts with average sales of
$30,000 each by 12/31/13. [Mary]
48
49.
Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Sample Plan Page
KEY RESULT AREA:
1.0 Markets and Products
Objective 1.1: Grow active buyer base at a rate consistent with overall
sales growth per year.
Goals
Prty
Who
When
1. Increase our
active buyer base
by 50% from
1/1/0x to
9/30/0x.
A
BH
10/1/13
2. Identify and
evaluate vehicles
for growth
beyond FY’0x.
A
BH
9/30/13
3. Identify new
strategies to
support FY ‘0x
growth.
C
LM
Status
6/30/13
49
51. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Bringing It All Together: The Performance
Scoreboard
KRAs
Objectives
Goals
Measures
Local Area
Marketing/
Sales
Growth
Work with
branch
personnel to
profitably
achieve sales
targets.
Train Branch
personnel in
branch
business
development
techniques.
Achieve 200X
Sales targets.
$$ Achieved
$$ Achieved
vs. budget
80% of
Branch
personnel will
meet
Countrywide
standards in
business
development
by 12/31/0X.
Assessment
checklist of
business
development
standards.
Staff
Develop/
Mgmt
Performance
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52. Session 4
NAWBO-LA PEAK LEADERSHIP ACADEMY
Making Planning Work
• Base your plan on the best available information.
• Involve other members of your team.
• Take time to plan.
– At least a full day, once a year, to review/refine your strategy
and set annual Goals.
– At least a ½ day each quarter to review/update your plan and
problem-solve.
– At least 2 hours a week to individual time management –
schedule time in your calendar to work on Goals.
• Set realistic Goals.
• Hold people accountable for results.
• Celebrate and reward success.
• Don’t give up!
– Remember that planning is like sausage AND
– It is an invisible key to success!
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