Success : Developing the Criteria for Training

 

Communication is not only about communicating thoughts, more importantly, your communications are enhanced and demonstrated by your actions. Identify the behaviours you and your senior team need to demonstrate to positively reinforce that you are committed to your vision. At the same time, identify the behaviours that would contradict your vision and cast doubt over your commitment. The key part of a leader’s role is to produce and passionately articulate the vision for their team and company. These tools help you hone your leadership skills increasing your communications and influence over those that takSuccess 002e your message forward. When we first start this, we need an overview and the best person to give us that is you. You know your company, your competition, and your market share. Tell us about your vision and first let us in on the corporate “snap shot” of where you are right now:

Developing Criteria

It is vital to spend some thinking time really appreciating what the the jobs and tasks that make your company work, are currently doing:

i) You may know the job, you may have held the job yourself, but with the rate of change impacting on us all, you cannot make assumptions about what they find easy/hard and the systems and constraints placed upon them.
ii) Remember – they are not you and when you did their job you did not have you as a manager. Its always a good idea to obtain feedback on your performance, also.

What do I want ?

Start by defining the purpose of the training. This is a concise definition of why you are undertaking this now –
What is your core goal? Do you know the specific areas in your company that need attention?

  • what we found in different companies was the least likely employees had a very good handle on the current needs of the company
  • they clearly understood the value of good customer service and were dedicated to delivering that
  • they had key areas of concern around being able to deliver that
  • they often experienced times of real pressure and were unable to deliver they service they knew the company and the customer wanted
  • they didn’t know who they could talk to, and many were nervous about making suggestions

What are your sales doing? Are they increasing market share? is it a fault of sales, marketing or perhaps distributor? Where are the blocks?

Here is a list of key result areas which may appear in various jobs from one organization to another:Business 076

General Management or Senior Executive

  • Internal operations
  • Market development
  • Profitability
  • Organizational structure
  • Organizational vision and mission statement
  • Asset and liability management
  • Board of directors relationship
  • Productivity
  • Financial strategy
  • Business development
  • Technology
  • Customer satisfaction
  • Community relations
  • Regulatory compliance

Business 051

Sales

  • New business acquisition
  • Territory management
  • Customer care
  • Lead generation
  • Lead follow up (internal and external)
  • Account management
  • Customer retention
  • Interpersonal skills
  • Negotiating skills
  • Product knowledge
  • Sales forecasting – Criteria building – mastering the Selling Edge

Shop & Technical staff

  • Stock control
  • Maintenance
  • Labour relations
  • Waste
  • Reworks
  • Productivity
  • Health and Safety
  • Quality control
  • Record keeping/scanning parts /inventory etc.

Marketing

  • Advertising
  • Promotional strategy
  • Pricing
  • Market research
  • Field support
  • Marketing materials
  • Media relations
  • Sales support

Secretarial, Clerical and Administrative

Correspondence

  • Filing
  • Records management
  • Administrative support
  • Internal customer relations
  • Equipment maintenance
  • Forms administration
  • Scheduling
  • Supply maintenance and purchasing
  • Telephone coverage
  • Project support

Finally, key result areas for everyone in an organization are:

    • Personal development
    • Professional development
    • Internal and external customer satisfaction
    • Public relations
    • Communication – oral and written
    • Interdepartmental relations
    • Project management
    • Once the key result areas have been established, you can then set specific objectives for  individuals within each accountability area.
    • How Should Goals and Targets be Agreed?
    • The value of objectives lies in making it clear what the staff member is to achieve during the  period. To ensure the objectives are clear, they should be:
    • within the staff member’s control
      realistic in terms of skills and experience
      important and not simply easy to measure

 

 

A method to ensure that goals and targets are of good quality is to use the SMART model:


Questions Goal Setting

Specific – Goals and targets should have a clear link to the organizational plan.

Measurable – All goals and targets should contain something to measure them by. The measurements should be quantitative and qualitative.

Agreed – Both parties need to agree the objective. It should not be imposed.

Realistic – The realism should be in terms of the abilities and potentials of the individual coupled with the needs of the organization. The measures should be attainable within the required time period and with the resources available

Time bound/testable – The objectives should be achievable within an agreed timescale.

Objectives should be measured in output

If you cannot measure an objective for an individual, you must ask the question: Why does the role exist at all?

Qualify – based on departments and job assigned

  • Number of units produced/published/sent/received/processed/deadlines
  • Calls per hour/day/week
  • New products introduced
  • Grievances per 100 employees
  • Staff turnover
  • Customer complaints and compliments/customer service
  • Error rate or reworks
  • Returned goods
  • Sales increased
  • Profit increased
  • Increase in market share

Cost

  • Variance against budget
  • Dollars spent
  • Profit
  • Waste
  • Overtime incurred
  • Speed

Time

  • Reduction in number of minutes/hours/days etc.
  • Deadlines and schedules met.
  • Average call response time
  • Projects completed per week/month etc.
  • Number of minutes between customers
  • Qualitative
  • Accuracy
  • Customer satisfaction
  • Repeat business
  • Mistakes
  • Reworks/repairs

Key Result Area    =

Objective              =

Measure               =

Contact us to review this fully, this training is provided at your offices, working with your key managers and covers a vast array of company functions  bringing this into a valuable model for your teams.

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