TOOK THIS FROM PLANNING
Strategic planning is the process of creating a road map that leads and guides an organization from its present position to a desired future state. Successful strategic planning process involves engaging, transparent dialogue among leaders regarding organizational direction and how to leverage and allocate limited resources in clever ways that deliver exponential performance. We believe strategic planning is a dynamic process as opposed to quarterly or yearly events and requires an ongoing, integrated effort by the top executive team as well as business unit and functional leaders. In our work together you will develop better strategic plans, improve team alignment and accelerate performance by:
Clearly identifying the supporting and thwarting forces of a company’s strategy.
Creating an organizational focus.
Crafting a clear strategic plan that is cascaded throughout the organization.
Systemically manage key objectives and initiatives to implement the strategy.
Ascendte’s Focus Map approach to strategic planning operates on three core principles: the right strategy, the right plan, and organizational alignment. By providing a common language and framework for discussing strategy, leaders are able to describe and communicate strategic objectives and initiatives in a way that the entire organization can understand and act upon. By deliberately attenuating attention and focus from certain areas and amplifying it on other key areas, organizations achieve dramatic boosts in performance.
FROM PERFORMANCE MANAGEMENT
Our Performance Management work draws upon the latest research in the fields of developmental psychology, integral theory, and multiple intelligences to provide a groundbreaking framework for employee development.
This approach incorporates the familiar competencies seen in industry-standard performance management frameworks available from organizations such as PDI, while transcending the limitations of those non-integral approaches.
The Integral Performance Management Program reflects the latest research in adult learning reflecting the fact that workers develop—over a lifetime—to progressively higher levels of cognitive, emotional, interpersonal, and ethical maturity and proficiency. Different levels of management (and employee skill and responsibility) have different requirements related to these fundamental capacities. Therefore, in order to optimize human and organizational capital, employee expectations—and performance management methodology—must be aligned and linked to these capacities. The solution links role requirements with each employees’ unique capabilities, competencies, and skills, to ensure that talent is well matched with job criteria.
The Integral Performance Management Program incorporates the following components into clients’ existing performance management systems:
Integrally-informed talent and skill assessment.
Expectation setting informed by job criteria and employee capacity.
Performance review process that leverages employee motivation and supervisor scaleability.
Career development framework that includes learning and developmental practices that reflect each employees unique strengths and areas for improvement.
An effective performance management process sets the foundation for rewarding excellence.
By linking individual employee work efforts with the organization’s mission and objectives, the employee and the organization understand how that job contributes to the organization.
By focusing attention on setting clear performance expectations (results + actions & behaviors), it helps the employee know what needs to be done to be successful on the job.
Through the use of objectives, standards, performance dimensions, and other measures it focuses effort. This helps the department get done what needs to be done and provides a solid rationale for eliminating work that is no longer useful.
By defining job-mastery and career development goals as part of the process, it makes it very clear how the current position supports employee growth and the additional opportunities the employee needs to explore.
Through regular check-in discussions, which include status updates, coaching, and feedback, it promotes flexibility, allowing you and the employee to identify problems early and change the course of a project or work assignment.
By emphasizing that an annual appraisal should simply be a summary of the conversations held between you and the employee during the entire cycle, it shifts the focus away from performance as an “annual event” to performance as an on-going process.
An effective performance management process, while requiring time to plan and implement, can save you and the employee time and energy. Most importantly, it can be a very effective motivator, since it can help you and the employee achieve the best possible performance.
Performance Management – Definition
The campus carries out its mission through the individual and collective contributions of its employees. To do their best, staff members need to know that those contributions will be recognized and acknowledged.
Performance Management is one of the key processes that, when effectively carried out, helps employees know that their contributions are recognized and acknowledged. Performance management is an ongoing process of communication between a supervisor and an employee that occurs throughout the year, in support of accomplishing the strategic objectives of the organization. The communication process includes clarifying expectations, setting objectives, identifying goals, providing feedback, and evaluating results.
Managing Employee Performance – The Cycle
Overseeing performance and providing feedback is not an isolated event, focused in a performance assessment or evaluation. It is an ongoing process that takes place throughout the year. The Performance management process is a cycle, with discussions varying year-to-year based on changing objectives.
The cycle includes Planning, Checking-In, and Assessment.
To begin the planning process, you and your employee review overall expectations, which includes collaborating on the development of performance objectives. Individual development goals are also updated. You then develop a performance plan that directs the employee’s efforts toward achieving specific results to support organizational excellence and employee success.
Goals and objectives are discussed throughout the year, during check-in meetings. This provides a framework to ensure employees achieve results through coaching and mutual feedback.
At the end of the performance period, you assess the employee’s performance against expected objectives, as well as the means used and behaviors demonstrated in achieving those objectives. Together, you establish new objectives for the next performance period.