To view recording: http://youtu.be/dvW7WYfcMIA or watch the video at end of the slide For other Informa Webinars: http://www.informa-mea.com/webinars Top management and the CEO decide on the goals and strategy of the organisation, but it is the staff who actually implement that strategy. Most organisations struggle with the "cascade" of strategy from corporate level (Tier 1) to Unit / Department (Tier 2) and ultimately to the individual employee (Tier 3). If the employees are not aligned to the strategy, it is unlikely that the strategy will be successfully implemented. To work effectively usually requires the close co-operation between the corporate strategy office and HR - because it is the HR Performance Management System that generally provides the process mechanism to align personal objectives/actions to the departmental (and ultimately, the organisational) strategy. That Strategy Office - HR interface is not always a strong relationship. About the Presenter: Alan Fell is a highly experienced specialist in corporate performance management having spent more than 30 years involved in a wide range of performance management disciplines – both in policy formulation and practical application roles, and more recently, as a consultant and trainer. Alan’s experiences cover an extensive range of management disciplines from strategic planning and execution, through the Balanced Scorecard, to a range of financial management subjects, especially cost management. Alan brings a highly pragmatic style and approach to the whole subject of making strategy happen: the challenges of successful strategy execution. For the past 14 years Alan has operated as an independent management consultant and trainer. He is a highly experienced conference and seminar leader, having facilitated well over 200 events across UK, Europe, Middle East, Far East, South Africa and USA. He is a very regular visitor to the Gulf, and has frequently presented at conferences and seminars with Informa, in addition to consulting with a wide number of Gulf and Middle East organisations.

1. Alan V Fell
Senior Associate,
Balanced Scorecard Institute
Aligning the Employee to the Strategy
of the Organisation.

2. Agenda...
2
• Welcome
• Housekeeping notes
• Session starts
• Q&A
• End of webinar

3. Personal introduction ...
• Formerly – commercial banker in UK
• Since 1996
– Management Consultant and Trainer
– Strategy Management & Financial Management
– Main focus on Middle East ( 60% ) and SE Asia / RoW ( 40% )
30+ years experience in Corporate Performance Management
20+ years experience with Balanced Scorecard
Senior Associate – Balanced Scorecard Institute
Member – Beyond Budgeting Round Table
3

4. Housekeeping...
4
• Slides will be available on our SlideShare page, link will be
emailed to you
• Recording of the webinar will be available to download, link
will be emailed
• Take the time to complete post-webinar survey that will pop
up at the end
• You can type your questions throughout the session
• Time will be allocated in the end for the speaker to address
your questions

5. WHAT...?
5
• ALIGNMENT is when organisational structures, processes and systems
support the strategy of the organisation
• An organisation is strategically aligned when all employees understand
what the organisation is trying to accomplish, make decisions and take
actions based on that strategy, and align department and individual
goals with higher level organisational goals.
• Alignment is created when high level strategy is cascaded first to
business and support units and then to individual employees.

6. WHAT...?
6

7. WHAT – is “strategy” ?
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 A plan of action for
achieving a goal
 A hypothesis
 A choice

8. WHAT...?
8
The “Balanced Scorecard” has become globally recognised as the # 1
concept and tool to support strategy alignment

9. WHAT...?
9

10. Who actually executes your business strategy ?
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WHY….?
“Our staff are
our greatest
asset …”

11. Who actually executes your business strategy ?
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WHY….?
It is employees actually execute
the strategy – provided they know
what the strategy is …

12. HOW ….?
Clear Goals – clear Communication
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95% of the employees do NOT understand
the strategy of their organisation …

13. HOW….?
13

14. HOW ...?
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Tier 1: Agency level
Tier 2:
Department/Program
level (Business Unit):
Tier 3: Employee level
(Operational):
Measure (Behavior):
Team player supervisor evaluation score
Measure (Accomplishment):
Web content and print media information delivered
on-time with minimal re-work required
Initiative (From Personnel Development Plan): Advanced
Web design training at local community college
Personal
Objective:
Improve Quality of
Information
Provided to
Students &
Parents
Strategic Measure: % of customers satisfied with our
information services
Department Objective:
Improve
Information
On Available
Services
Strategic Initiative: Implement Lean-Six Sigma
project to improve Call Center workflow process
Strategic Initiative: New Web Portal for
customers to get better quality information faster
Agency Objective:
Improve Customer
Satisfaction
Strategic Measure: % of customers satisfied
with information received over the Internet
HR PMS

15. Two fundamentally different views …
15

16. My boss pulled up in his brand new black BMW and I couldn’t help
admiring it.
“Nice car “, I said as he got out.
“Well”, he said, noticing my admiring look, “If you work hard, put the
effort and the hours in, I will have an even better one next year. “
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Most so-called compensation
schemes are NOT well
designed …

17. Summary ….
1. Clear Goals and Strategy at Organisation and Department levels
2. Clear regular open communication / feedback
3. Every employee knows what is expected of him and how this aligns
with the business as a whole
4. Effective HR Performance Management System
5. Effective recognition & reward ( not necessarily bonus )
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