RACI Overcoming Barriers to growth session 3
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This series of presentation was developed for a group presentation and takes the viewer through the logical steps of strategic planning and implementation
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The document outlines an agenda for a session on taking a business to the next level through strategic planning. It discusses conducting a SWOT analysis to understand the current state, defining a vision for the future state, and identifying objectives and tasks over the next 5 years to transition from the current to the future state. A sample strategic plan timeline is provided showing objectives and tasks for each year to realize the vision, with an emphasis on improving people, operations, finances and customers. Gap analysis and RACI charting are introduced to assess current capabilities against needs to implement the strategic plan.
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This series of presentation was developed for a group presentation and takes the viewer through the logical steps of strategic planning and implementation
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The document outlines an agenda for a session on taking a business to the next level through strategic planning. It discusses conducting a SWOT analysis to understand the current state, defining a vision for the future state, and identifying objectives and tasks over the next 5 years to transition from the current to the future state. A sample strategic plan timeline is provided showing objectives and tasks for each year to realize the vision, with an emphasis on improving people, operations, finances and customers. Gap analysis and RACI charting are introduced to assess current capabilities against needs to implement the strategic plan.
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Compensation structure of a store manager
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BSBHRM505 Manage remuneration and employee benefitsLearner Instr.docx
BSBHRM505 Manage remuneration and employee benefits
Learner Instructions 1
(Present options)Submission details
Students Name
Student ID
Group
Assessor’s Name
Assessment Date/s
The Assessment Task is due on the date specified by your assessor. Any variations to this arrangement must be approved in writing by your assessor.
Submit this document with any required evidence attached. See specifications below for details.Performance objective
Demonstrate the skills and knowledge required to analyse strategic and operational plans in order to present remuneration and benefit options to management.Assessment description
Develop tworemuneration and benefits strategy options based on information provided in the Exclusive Foods case study.Procedure
1. Review the Exclusive Foods case study.
2. Review information provided in your Student Workbook and other reference materials as required.
3. Complete a written report detailing two remuneration and benefits strategy options that will provide for the needs of Exclusive Foods.
4. Ensure all areas detailed in the quality specifications below are included in the strategy.
Note: Assessment Task 2 builds upon the strategy options developed for this task. Ensure that you adequately save and retain your work for further use in Assessment Task 2. Specifications
You must provide:
· a written report using Microsoft Word.
Your assessor will be looking for:
· the strategic goals of each remuneration strategy
· the features of each remuneration strategy
· factors have been taken into consideration in regards to current practice and possible developments in the market and legislative parameters including:
· short-term business needs
· medium- to long-term considerations.
· explanation of the features of each option and comparison of the:
· strengths and weaknesses of each option
· advantages and potential disadvantages to Exclusive Foods of each option.
Candidate: I declare that this work has been completed by me honestly and with integrity and that I have been assessed in a fair and flexible manner. I understand that the Institute’s Student Assessment, Reassessment and Repeating Units of Competency Guidelines apply to these assessment tasks.
Signature: ___________________
Date: ____/_____/_____
Case study: Exclusive Foods
Welcome and IntroductionWelcome to Exclusive Foods
You have just been appointed to our management team as Human Resources Manager.
· Exclusive Foods operates a chain of 17 retail outlets in NSW.
· Exclusive Foods has grown from a small family business started in the 1970s to a business employing around 350 people.
· Our corporate office is in Sydney, NSW. All administrative functions including sales planning, operations management, financial management and human resource management are conducted at these premises.
· Each of the 17 stores has a manager appointed to run the day-to-day operations of the business.General background
Exclusive Foods has undergone many changes in the past ten year.
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- 1. RACI Change Manager Employee Engagement Session 3 1
- 2. RACI Change Manager Pty. Ltd. | ABN 44 084 821 554 | Registered office 19 Market St, 3131, Nunawading, Victoria Australia | Ph. (03) 9012 6216 Session 3 1. Who is RACI Change Manager? 05mins 2. Linking RACI to PDs – Appraisals and KPIs 40mins 3. Recap on sessions 1,2,3 20mins 2 About Michael Carew (only if new attendees) Process of transitioning RACI tasks to PD – Appraisals and KPIs Rewards structures and traps
- 3. 3 + + + Future state Session 1 Session 2 Session 3 RACI Change Manager Pty. Ltd. | ABN 44 084 821 554 | Registered office 19 Market St, 3131, Nunawading, Victoria Australia | Ph. (03) 9012 6216 RACI Change Manager Strategy RACI Mapping RACI to position descriptions Current state =
- 4. 4 RACI Change Manager Pty. Ltd. | ABN 44 084 821 554 | Registered office 19 Market St, 3131, Nunawading, Victoria Australia | Ph. (03) 9012 6216 From RACI Chart to Position Description
- 5. 5 RACI Chart – General Manager Position Position Description
- 7. 7 Appraisal
- 9. 9 Weighting KPIs We weight KPIs proportionate to their importance in achieving the results we want. When we are applying an incentive such as a bonus we need to ensure that the KPI weighting is relevant to the goals or targets we have put in place There are many ways to formulate a reward system based on employees achieving agreed KPIs Minimum performance is what we expect the employee to achieve for the salary Performance Target is the stretch target 85% of the bonus is weighted against sales as this is the core purpose of the sales role Sales Role KPIs and bonus structure
- 10. 10 Weighting KPIs Scenario • A sales employee has asked for a substantial pay rise of $10,000. • The employee currently achieves sales of $300,000 • The employer does not want to lose the employee but cant afford the $10,000 the employee has asked for. • The employee has done the following sums. • The current salary of $90,000 is based on the sales person achieving $300,000 • If the sales person increases their sales to $500,000 the employer makes an additional $30,000 in gross profit. Sales Role KPIs and bonus structure • The employer offers the employee a salary package of $100,000 • The salary package • $90,000 base and $10,000 non discretionary bonus • The employer explains how the bonus will work • The minimum performance target is what his base salary covers • The employee must reach the performance target of all KPIs to achieve the full bonus amount • The employer tells the employee we still need you to call customers and create new accounts and the KPIs are weighted according to the priority in obtaining the short term goals of the company. • The employer is not out of pocket as this increase in salary is based on the increase in sales. The proposition We have increased capacity without increasing the overhead
- 11. 11 Capacity and efficiency 100% 80% 45% total capacity optimal capacity actual Capacity uncontrollables 100% 80% 70% total capacity optimal capacity actual Capacity uncontrollablesuncontrollables Increase Staff = Increases capacity = Increases cost inefficiencies inefficiencies inefficiencies capacity increased to meet demand but at a much higher cost efficiency Increased to meet demand Increase efficiency = Increases capacity = Minimal increase in cost
- 14. It’s all about your Vision Vision – (Your desired future state) 14
- 15. Summary & Contact information Michael Carew 15 Postal PO Box 4128 East Balwyn Victoria 3103 Reg. Office 19 Market St, 3131, Nunawading, Victoria, Australia W (03) 9012 6216 M 0412 362 011 E m.carew@raci.com W www.raci.com www.companylms.com Contact Details Consulting Services • RACI implementation • Business efficiency • Business Strategy • Business Development • Business mentor and coaching • Company training delivery platforms • Employee Bonus systems RACI Change Manager Pty. Ltd. YouTube Tutorials https://www.youtube.com/channel/UCGE9Il9dVCK81ahNHq54P_g/videos
Editor's Notes
- Linking rewards to KPIs and appraisals
- Q Who pays a bonus to staff, how is the bonus formulated
- Q Who pays a bonus to staff, how is the bonus formulated