INCREASING GROWTH

I propose a proactive, consistent, on-going approach of

I N C Socia# R E Strategic A S I N G R$"'+

`

DEAS through nnovation, Imagination, Inspiration an

creativit!

E" socia# purpose ventures

$%%&NI'( outreach through Popu#ar E ucation ESP$NSA)I*I'( an socia# entrepreneurship

N'+&SIAS'IC vo#untarism communit! participation **IANCES, partnerships through co##a-oration

$CIA* economic impact . SR$I

N/$R%A'I$N avai#a-i#it! an transparenc! $NPR$/I' an /or-profit -usiness eve#opment

of mission-re#ate goa#s

Strategic Planning Page 1 of 24

INCREASING GROWTH
I skate to where I think the puck will be. Wayne Gretzky Men, I want you to stand and fight vigorously, and then run. And as I am a little bit lame, Im going to start running now. Gen. George Stedman Which quote best describes your commitment, effort, and resolve at VHE time "not in the !ast, but right no#, today$% Strategic !lanning is designed to hel! !ublic and non&!rofit organizations "and communities$ res!ond effectively to their ne# situations. 't is a disci!lined effort to !roduce fundamental decisions and actions sha!ing the nature and direction of an organization(s "or other entity(s$ activities #ithin legal bounds. )hese decisions ty!ically concern the organization(s mandates, mission and !roduct or service level and mi*, cost, financing, management or organizational design. VHE (s Strategic !lanning #as designed for use by the organization to concentrate on 'ncreasing Gro#th of mission&related goals. 't(s also able to be a!!lied to#ards !ublic, !rivate, and non&!rofit organizations that are, or can be, strategic alliances and then enter into collaborative !artnershi!s that can benefit all involved. Strategic !lanning of course can be, and has been, a!!lied to !rograms, !ro+ects, and,or functions & such as -o!ular Education, youth, healthcare, !revention, outreach, and community betterment. )he most basic formal requirement of Strategic !lanning is a series of discussions and decisions among key decision makers and managers about #hat is truly im!ortant for the organization. .sually key decision makers need a reasonably structured !rocess to hel! them identify and resolve the most im!ortant issues their organizations face. /ne such !rocess that has !roven effective in !ractice is outlined in 0igure 1. in the !resent

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INCREASING GROWTH

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The process consists of the following eight steps:

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1. Development of an initial agreement concerning the strategic planning effort. )he agreement should cover2 the !ur!ose of the effort3 !referred ste!s in the !rocess3 the form and timing of re!orts3 the role, functions and membershi! of a strategic !lanning coordinating committee3 the role, functions and membershi! of the strategic !lanning team3 and commitment of necessary resource to !roceed #ith the effort. 2. Identification and clarification of mandates. )he !ur!ose of this ste! is to identify and clarify the e*ternally im!osed formal and informal mandates !laced on the organization. )hese are the musts confronting the organization. 0or most !ublic and non&!rofit organizations these mandates #ill be contained to legislation, articles of incor!oration or charters, regulations, and so on. .nless mandates are identified and clarified t#o difficulties are likely to arise2 the mandates are unlikely to be met, and the organization is unlikely to kno# #hat !ursuits are allo#ed and not allo#ed. 3. Development and clarification of mission and values. )he third ste! is the develo!ment and clarification of the organization(s mission and values. n organization(s mission&in tandem #ith its mandates !rovides its raison dltue, the social +ustification for its e*istence. 4. !ternal environmental assessment.

)he fourth ste! is e*!loration of the environment outside the organization in order to identify the o!!ortunities and threats the organization faces. -olitical, economic, social and technological trends and events might be assessed, along #ith the nature and status of various stakeholder grou!s, such as the organization(s customers, clients or users, and actual or !otential com!etitors or collaborators. Page 4 of 24

INCREASING GROWTH
". Internal environmental assessment. )he ne*t ste! is an assessment of the organization itself in order to identify its strengths and #eaknesses. )hree assessment categories include&follo#ing a sim!le systems model&organizational resources "in!uts$, !resent strategy "!rocess$ and !erformance "out!uts$. .nfortunately, most organizations can tell you a great deal about the resources they have, much less about their current strategy, and even less about ho# #ell they !erform. )he nature of accountability is changing, ho#ever, in that !ublic and non& !rofit organizations are increasingly held accountable for their out!uts as #ell as their in!uts. stakeholder analysis can hel! organizations ada!t to this changed nature of accountability, because the analysis forces organizations to focus on the criteria stakeholders use to +udge organizational !erformance. )hose criteria are ty!ically related to out!ut. 0or e*am!le, stakeholders are increasingly concerned #ith #hether or not state&financed schools are !roducing educated citizens. 'n many states in the .nited States, the ability of !ublic schools to garner !ublic financing is becoming contingent on the schools( ability to demonstrate that they do an effective +ob of educating their students. )he identification of strengths, #eaknesses, o!!ortunities and threats&or SW/) analysis& in Ste!s 4 and 5 is very im!ortant because every effective strategy #ill build on strengths and take advantage of o!!ortunities, #hile it overcomes or minimizes #eaknesses and threats. #. Strategic issue identification. )ogether the first five elements of the !rocess lead to the si*th, the identification of strategic issues. Strategic issues are fundamental !olicy questions affecting the organization(s mandates3 mission and values3 !roduct or service level and mi*, clients, users or !ayers, cost, financing, management or organizational design. .sually, it is vital that strategic issues be dealt #ith e*!editiously and effectively if the organization is to survive and !ros!er. n organization that does not address a strategic issue may be unable to head off a threat, unable to ca!italize on an im!ortant o!!ortunity or both. Page 5 of 24

INCREASING GROWTH
Strategic issues & virtually by definition & embody conflicts. )he conflicts might be over ends "#hat$3 means "ho#$3 !hiloso!hy "#hy$3 location "#here$3 timing "#hen$3 and #ho might be hel!ed or hurt by different #ays of resolving the issue "#ho$. 'n order for the issues to be raised and resolved effectively, the organization must be !re!ared to deal #ith such conflicts. $ statement of a strategic issue should contain three elements. 0irst, the issue should be described succinctly, !referably in a single !aragra!h. )he issue itself should be framed as a question the organization can do something about. 'f the organization cannot do anything about it, it is not an issue&at least for the organization. n organization(s attention is limited enough #ithout #asting it on issues it cannot resolve. Second, the factors that make the issue a fundamental !olicy question should be listed. 'n !articular, #hat is it about mandates, mission, values or internal strengths and #eaknesses and e*ternal o!!ortunities and threats that make this a strategic issue% 6isting these factors #ill become useful in the ne*t ste!, strategy develo!ment. 0inally, the !lanning team should state the consequences of failure to address the issue. revie# of the consequences #ill inform +udgments of +ust ho# strategic, or im!ortant, various issues are. )he strategic issue identification ste! therefore focuses organizational attention on #hat is truly im!ortant for the survival, !ros!erity and effectiveness of the organization&and !rovides useful advice on ho# to achieve these aims.

There are three %asic approaches to the identification of strategic issues: the direct approach& the goals approach and the scenario approach. The direct approach&in #hich strategic !lanners go straight from a vie# of mandates, mission and SW/)s to the identification of strategic issues&!robably #ill #ork best for most governments and !ublic agencies. )he direct a!!roach is best #hen one or more of Page 6 of 24

the follo#ing conditions !revail2 "1$ there is no agreement on goals, or the goals on

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#hich there is agreement are too abstract to be useful3 "7$ there is no !re&e*isting vision of success and develo!ing a consensually based vision #ill be difficult3 "8$ there is no hierarchical authority that can im!ose goals on the other stakeholders3 or "4$ the environment is so turbulent that develo!ment of goals or visions seems un#ise, and !artial actions in res!onse to immediate, im!ortant issues stem most !rudent. )he direct a!!roach, in other #ords, can #ork in the !luralistic, !artisan, !oliticized and relatively fragmented #orlds of most !ublic organizations&as long as there is a 9dominant coalition: strong enough and interested enough to make it #ork. The goals approach is more in line #ith conventional !lanning theory #hich sti!ulates that an organization should establish goals and ob+ectives for itself and then develo! strategies to achieve those goals and ob+ectives. )he a!!roach can #ork if there is fairly broad and dee! agreement on the organization(s goals and ob+ectives&and if those goals and ob+ectives themselves are detailed and s!ecific enough to guide the identification of issues and develo!ment of strategies. )his a!!roach also is more likely to #ork in organizations #ith hierarchical authority structures #here key decision makers can im!ose goals on others affected by the !lanning e*ercise. )he a!!roach, in other #ords, is more likely to #ork in !ublic or non&!rofit organizations that are hierarchically organized, !ursue narro#ly defined missions and have fe# !o#erful stakeholders than it is in organizations #ith broad agendas and numerous !o#erful stakeholders. 0inally, there is the scenario ' or (vision of success) ' approach, #hereby the organization develo!s a 9best( or 9ideal( !icture of itself in the future as it successfully fulfills its mission and achieves success. )he strategic issues then concern ho# the organization should move from the #ay it is no# to ho# it #ould look and behave according to its vision. )he vision of success a!!roach is most useful if the organization #ill have difficulty identifying strategic issues directly3 if no detailed and s!ecific agreed& u!on goals and ob+ectives e*ist and #ill be difficult to develo!3 and if drastic change is likely to be necessary. s conce!tion !recedes !erce!tion, develo!ment of a vision can !rovide the conce!ts that enable organizational members to set necessary changes. )his Page 7 of 24

a!!roach is more likely to #ork in a non&!rofit organization than in a !ublic&sector organization because !ublic organizations are more likely to be tightly constrained by mandates.

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*. Strateg+ development. 'n this ste!, strategies are develo!ed to deal #ith the issues identified in the !revious ste!. strategy is a pattern of !ur!oses, !olicies, !rograms, actions, decisions and,or resource allocations that define #hat an organization is, #hat it does and #hy it does it. Strategies can vary by level, function and time frame. )his definition is !ur!osely broad, in order to focus attention on the creation of consistency across rhetoric "#hat !eo!le say$, choices "#hat !eo!le decide and are #illing to !ay for$ and actions "#hat !eo!le do$. Effective strategy formulation and im!lementation !rocesses #ill link rhetoric, choices and actions into a coherent and consistent !attern across levels, functions and time. ' favor a five&!art strategy develo!ment !rocess. Strategy develo!ment begins #ith identification of !ractical alternatives, dreams or visions for resolving the strategic issues. 't is of course im!ortant to be !ractical, but if the organization is un#illing to entertain at least some 9dreams( or 9visions( for resolving its strategic issues, it !robably should not be engaged in strategic !lanning. ;e*t, the !lanning team should enumerate the barriers to achieving those alternatives, dreams or visions, and not focus directly on their achievement. focus on barriers at this !oint is not ty!ical of most strategic !lanning !rocesses. <ut doing so is one #ay of assuring that strategies deal #ith im!lementation difficulties directly rather than ha!hazardly. /nce alternatives, dreams and visions, along #ith barriers to their realization, are listed, the team should !re!are or request ma+or !ro!osals for achieving the alternatives, dreams or visions directly, or else indirectly through overcoming the barriers. 0or e*am!le, a ma+or city government did not begin to #ork on strategies to achieve its ma+or ambitions until it had overhauled its archaic civil service system. )hat system clearly #as a barrier that had to be confronted before the city government could have any ho!e of achieving its more im!ortant ob+ectives. fter the strategic !lanning team !re!ares or receives ma+or !ro!osals, t#o final tasks must be com!leted. )he team must identify the actions needed over the ne*t one to t#o years to im!lement the ma+or !ro!osals. nd finally, the team must s!ell out a detailed #ork !rogram, covering the ne*t = months to a year, to im!lement the actions.

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n effective strategy must meet several criteria. 't must be technically #orkable, !olitically acce!table to key stakeholders, and must accord #ith the organization(s !hiloso!hy and core values. 't must also be ethical, moral and legal.

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,. Description of the organi-ation in the future. 'n the final "and not al#ays necessary$ ste! in the !rocess the organization describes #hat it should look like as it successfully im!lements its strategies and achieves its full !otential. )his descri!tion is the organization(s >vision of success:. 0e# organizations have such a descri!tion or vision, yet the im!ortance of such descri!tions has long been recognized by #ell managed com!anies and organizational !sychologists. )y!ically included in such descri!tions are the organization(s mission, its basic strategies, its !erformance criteria, some im!ortant decision rules, and the ethical standards e*!ected of all em!loyees. )hese eight ste!s com!lete the strategy formulation !rocess. ;e*t come actions and decisions to im!lement the strategies, and, finally, the evaluation of results. lthough the ste!s are laid out in a linear, sequential manner, it must be em!hasized that the !rocess is iterative. Grou!s often have to re!eat ste!s before satisfactory decisions can be reached and actions taken. 0urthermore, im!lementation ty!ically should not #ait until the eight ste!s have been com!leted. s noted earlier, strategic thinking and acting are im!ortant, and all of the thinking does not have to occur before any actions are taken.

The .enefits of Strategic Planning What are the benefits of strategic !lanning% Government and non&!rofit organizations in the .nited States are finding that strategic !lanning can hel! them2 1$ )hink strategically3 7$ ?larify future direction3 8$ @ake today(s decisions in light of their future consequences3 4$ Aevelo! a coherent and defensible basis for decision making3 5$ E*ercise ma*imum discretion in the areas under organizational control3 =$ Solve ma+or organizational !roblems3 B$ 'm!rove !erformance3 deal effectively #ith ra!idly changing circumstances3 C$ <uild team#ork and e*!ertise. Page 9 of 24

INCREASING GROWTH
/hat0s 1e2uired of 3P4 a$ Efficient and effective im!lementation strategies b$ c$ d$ current strategic !lan and an annual o!erating !lan n E*ecutive Airector or HD Airector #ho is committed to this !ro+ect n em!loyee manual outlining organizational #ork!lace !olicies

e$ ?urrent +ob descri!tions f$ <asic HD systems to manage !erformance evaluation, hiring E recruiting, and benefits E com!ensation g$ Staff that can invest the time to make the !ro+ect succeed 1. E*ecutive Airector2 7&8 hours each #eek 7. Airector of -rogram Aevelo!ment2 1F hours each #eek 8. ?oordinators "7&8$2 = 4. ll managers2 1&4 total 5. Selection of non&management staff2 7&8 hours each total

/hat /ill it Ta5e to Initiate and Succeed with Strategic Planning )he gro#ing body of literature on strategic !lanning for the !ublic and non&!rofit sectors hel! us dra#s some conclusions about #hat a!!ears to be necessary to initiate an effective strategic !lanning !rocess. t a minimum, any organization that #ishes to engage in strategic !lanning should have2 "1$ a !rocess s!onsor"s$ in a !osition of !o#er to legitimize the !rocess3 "7$ a 9cham!ion( to !ush the !rocess along3 "8$ a strategic !lanning team3 "4$ an e*!ectation that there #ill be disru!tions and delays3 "5$ a #illingness to be fle*ible about #hat constitutes a strategic !lan3 "=$ an ability to !ull information and !eo!le together at key !oints for im!ortant discussions and decisions3 and "B$ a #illingness to construct and consider arguments geared to very different evaluative criteria. )he criteria for +udging the effectiveness of strategic !lanning for ;on&!rofit /rganizations !robably should differ from those used to +udge effectiveness in the !rivate sector. .ntil the non!rofit organization gains more e*!erience #ith strategic !lanning, it seems best to +udge their strategic !lanning efforts according to the e*tent to #hich they2 "1$ focus the attention of key decision makers on #hat it im!ortant for their organizations, "7$ hel! set !riorities for action, and "8$ generate those actions.

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Strategic Staff Development

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<uilding the right team is a challenge for most organizations, but finding and su!!orting the best !eo!le for the +ob is critical to a non!rofitGs success. Ho# can you determine #hat skills you need, assess your current team, and create realistic, effective develo!ment !lans, #ith no time or budget for training%

6ur Strategic Staff Development must offer a customi-ed pro7ect to help 3P:

'dentify the ty!e and level of talent necessary for gro#th or continued e*cellence3 ;urture your current staff and !rovide career o!!ortunities that increase engagement #hile serving organizational goals3 ?reate a !lan to develo! e*isting or future talent for strategic res!onsibilities3 @ake good decisions about hiring, training, on&the&+ob develo!ment, and task allocations3 6ur $pproach

Strategic staffingHgetting the right number of !eo!le #ith the right skills, e*!eriences, and com!etencies in the right +obs at the right timeHis one of the biggest challenges for any organization. Iou need solid !rocesses for staff !lanning, on&the&+ob develo!ment, and em!loyee engagement. .sing your strategic !riorities as a guide, our Strategic Staff Aevelo!ment sho#s you ho# to !lan, build, and nourish a robust, ca!able staff no# and for the future. Impact )he s!ecific im!act of each !ro+ect varies, but #e can e*!ect to2 J J J J J 'ntegrate our staffing goals #ith our strategic ob+ectives3 @a! current and desired com!etencies to our s!ecific organizational needs3 lign talent management !ractices around com!etencies3 'dentify ga!s in future staff !lans3 <egin to systematize the talent assessment and career develo!ment !lanning !rocess3

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Details

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-ossible -ro+ect Sco!e and Aeliverables " ctual deliverables #ill de!end on your unique needs$ J J J J J Aiscovery intervie#s #ith a range of your staff3 Strategic staffing guide that catalogues critical ca!abilities3 ?om!etency models that create detailed !rofiles for each organizational role3 Aevelo!ment !lan tem!lates that em!hasize on&the&+ob learning o!!ortunities and incor!orate the strategic needs of both the organization and the em!loyee3 /rganization&s!ecific best !ractices in #orkforce !lanning and career develo!ment Target 8onprofit /ur a!!lication of a Strategic Staff Aevelo!ment Service Grant is most likely to be successful under certain circumstances. ' recommend that #e you a!!ly since our organization meets the follo#ing requirements2 J J J J J J J strategic !lan and an annual o!erating !lan that reflects current thinking and !ractice3 n E*ecutive Airector or HD Airector #ho is strongly committed to this !ro+ect3 n em!loyee manual outlining organizational #ork!lace !olicies3 ccurate +ob descri!tions for all or most roles3 <asic HD systems to manage !erformance evaluation, hiring and recruiting, and benefits and com!ensation3 t least 7F em!loyees3 Staff that can invest the necessary time to make the !ro+ect succeed2 a$ E*ecutive Airector2 7&8 hours each #eek b$ Human Desources Airector2 7&8 hours each #eek c$ Aay&to&Aay ?ontact "may be same as HD Airector$2 8 hours each #eek d$ Select managers "7&8$2 1F&15 hours over the course of the !ro+ect e$ Selection of staff2 7&4 hours each over the course of the !ro+ect Strategic Staff Development has 4 Parts. Page 12 of 24

1$ ?reating a com!etency model staff. 8$ <uilding a full !rofile of the /rganization(s ideal staff.

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7$ <uilding a full !rofile of the strengths and limitations of the /rganization(s current

4$ 'dentifying strategies for develo!ing the /rganization(s staff into their ideal staff.

9: $0s Staff Development Pro7ect ;3PSDP< 6ur =ission )he mission of the VHE (s Staff Aevelo!ment -ro+ect is to hel! our staff reach !rofessional and !ersonal e*cellence by !rotecting, nurturing, strengthening and enhancing the staff develo!ment functions #ithin the organization. This will %e achieved %+ colla%orativel+ wor5ing on three initiatives: Initiative #1: Staff Training )his is the .-SA-(s !rimary focus. )his #ould involve identifying unmet staff training needs and then designing, develo!ing and delivering relevant training activities at minimal cost. Initiative #2: Transfer and $pplication of >earning for ffective ?o%

Performance 6inked to 'nitiative K1 & this #ould involve assessing the transfer,a!!lication of kno#ledge and skills gained from staff training to the em!loyeeGs +ob #ith effective results. Initiative #3: Promoting& strengthening and reinforcing a consistent @learning culture@ within our organi-ation. ll of these initiatives ultimately su!!ort and strengthen e*cellence in service delivery, !o!ular education, and community outreach. Page 13 of 24

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" e believe that learning is central and critical to what we do. !ontinuous and progressive learning creates opportunities, challenges how we normally see and do things, builds understanding of our mission and strengthens community connections."

:uman 1esources =anagement $ction Plan Human Desources @anagement action !lan, for it to be !ur!oseful, must take into consideration the com!any(s mission statement, its business !hiloso!hy as #ell as its strategic goals. ;o management !hiloso!hy can succeed unless there is a #ell&conceived action !lan to achieve its set ob+ectives. 't is no different #ith the Human Desources @anagement "HD@$. ction -lanning in Human Desource @anagement involves a !ro!er

assessment of the future needs of man&!o#er, recruitment and training of em!loyees, evolving suitable methodologies to obtain o!timum em!loyee efficiency and dra#ing u! an action !lan to achieve the set targets. 0or e*am!le, in a !ro+ect management system, a base !lan is outlined #hich is often referred to as -ro+ect -lan #hich calls for some definite actions to be taken. )hese actions are often based on !ro+ect management targets and ob+ectives. Human resource management action !lan follo#s the same notion and !rovides a foundation to HD initiatives and goals. :1 $ction Plan 0or any action !lan to succeed L be it short term or long term & there has to be certain a!!ro!riate and #ell&defined strategies. 0or instance, to engage the o!timum number of em!loyees and reduce staffing costs, HD@ has to antici!ate #hen additional staff #ill be required, decide #hether to recruit them or outsource the #ork. )he HD action !lan should focus on o!timizing individual em!loyee !otential for the overall gro#th of the com!any. Page 14 of 24

)he HD action !lan must include strategies to kee! the em!loyees motivated and instill in them a sense of belonging so that they strive hard to collectively accom!lish the com!any(s goals. 't is also a !art of HD action !lan to ensure that !ro!er #ork ambience is created, the com!laints of individual em!loyees are !rom!tly redressed and that there are no disgruntled em!loyees. HD action !lan must include !ro!er and timely com!liance of all statutory and legal requirements. Human resource management em!hasizes on !olicies and guidelines #hich is critical in im!lementation like im!lementing a !articular !ro+ect. Ae+ Bactors In :1 $ction Plan 'n im!lementing the action !lan, HD management has to consider a number of key factors2

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/utlining human resource ob+ectives and laying do#n !olicies. )o scout for talent and hire !ersons #ith the right qualifications and e*!erience. )o create a #ork culture #here individual em!loyees develo! a feeling they are doing im!ortant #ork. Mee!ing abreast of technological changes to carry out the action !lan #ith ne# skills. ?losely tracking changes to legislation, !articularly in the com!liance area. Watchful of changing industry,business trends and suitably reorienting HD !olicies. valuating :1 $ction Plan

@erely conceiving an imaginative action !lan #ill be !ur!oseless unless it is effectively im!lemented. Each em!loyee must be made to understand the assigned +ob function and the #ork must be monitored on regular basis L both at the macro and micro levels. Whenever the action !lan lags behind or threatens to get derailed, timely corrective measures must be taken. HD action !lan has a much larger role and more com!le* goals to achieve than merely chalking out !rocedures for fulfilling the basic functions. )he onus is on the HD management !rofessionals to assess the effectiveness of the HD !olicies in ensuring

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a return on investment of the e*isting human assets. HD !rocesses have a direct bearing on em!loyeesG collective ability to contribute to the gro#th of the organization. )he !ur!ose of HD action !lan is also to assist organizations in making enhanced !erformance and to#ards this end HD action !lan is an instrument to accom!lish the !lanned develo!ments, and assigning res!onsibilities to individual em!loyees for carrying out the #ork.

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)here is not much difference in -ro+ect @anagement action !lan and HD@ action !lan e*ce!t for the fact that !ro+ect management action !lan is based on disintegrated needs and necessities #hereas human resource management action !lan is all about uniting disintegrating resources. What are some ti!s for having an effective human resource management !lan% 0irst of all, it has to address the facts that business fortunes rise and fall !eriodically, em!loyees and talent needs change and evolve, #orkforces age and retire in !erha!s un!lanned #ays that do not match business needs. lso the market value of talent changes over time, sometimes becoming more valuable or less valuable. .usiness focus: <e a best business !lace to #ork, not +ust a best !lace to #ork. ?reate a human resource management strategy to live #ith throughout the business cycle. )est some alternative solutions assuming gro#th and shrinkage of the number of customers and their !rofitability. De#ard !eo!le #ho have hel!ed the organization to succeed. mphasi-e 5e+ s5ills: We must mentor staff #ith the crucial skills so that they gro# and learn. While everyone is im!ortant, some !eo!le have skills #hich a business needs than do others. )his means investing in the talent that is closest to the businessG core com!etencies & ca!abilities #hich are vital in making the business a #inning one. 'nform everyone #hat the talent !riorities are and build a re#ard solution that fits. 'nvest on the area #here most of business value comes from & !eo!le #ith e*!ertise that add most to the business. Page 16 of 24

INCREASING GROWTH
Communicate: Educate em!loyees about the rules of staffing gro#th and reduction early in their career. Auring the staffing build u! over the last 5 years, com!anies im!lied that +obs #ere more secure than they really are. )hus, #hen the business tide turned, #orkforces recalled these im!lied !romises and inter!reted them as +ob guarantees. 't is e*tremely im!ortant to have !eo!le understand the actual deal the com!any can !rovide. <e clear that staffing levels #ould change. Ho#ever, also make em!loyees com!rehend #hat they can do to im!rove their value to make it less likely that they #ill be !icked for lay offs and salary reductions.

=easure performance: <uild an acce!ted and valid #ay to +udge !erformance before it is needed. 't is im!ortant to have a credible and reliable !erformance management system in !lace #hen times are going #ell. 'n good times, it is easy to !rotect inadequate !erformers #hen staffing levels are high, but not #hen cutting is necessary. )he best #ay to foster distrust, to say nothing about litigation, is to ado!t a makeshift ranking system +ust before it is needed to reduce staff and try to use it to decide #ho goes and #ho remains. :umanit+ counts: ?ut the #orkforce quickly and humanely. S!reading the !ain around does not make much business sense. When there is a need to reduce staff, reduce it. <uild a re!utation for kee!ing !eo!le close to the meat of the business even #hen cutting is inevitable. Det it over with: ?ut enough so that #hen it is over, it is really over. Ao some staff !lanning and stick #ith it. ?om!anies cannot continue to regain the trust of the #orkforce if they do not make the needed cuts and commence to regain business momentum. While it is very Page 17 of 24

hard to !redict the ne*t !ossible economic fortunes of the business, the staff cutting must sto! #hen management !romises that it #ill.

INCREASING GROWTH

mplo+ee $ction Plan n em!loyee action !lan describes or ma!s out the ste!s that an em!loyee !lans to take to achieve a !articular goal or ob+ective. 0or !ro+ect oriented ob+ectives, or com!le* tasks, itGs hel!ful for an em!loyee to create an action !lan that contains his actions, the actions of other !eo!le that might need to be involved, time lines, etc. .sually, the em!loyee, him or herself creates such an action !lan since itGs the em!loyee #ho needs to im!lement it. @anagers, of course, often make suggestions that can be incor!orated into the action !lan. )he action !lan can be used to monitor a !ro+ect and to ensure it remains on time and on task. mplo+ee Performance Pro%lems /ne of the toughest !arts of a managerGs +ob involves dealing #ith em!loyee !erformance !roblems, disci!lining em!loyees and getting the least effective !erformers to im!rove. /hat Is $ Performance Pro%lem4 !erformance !roblem occurs #hen an em!loyee is failing to obtain the results e*!ected of him or her, or falling short of the goals and ob+ectives for the +ob. 'n other #ords, thereGs a ga! bet#een #hat the em!loyee should be !roducing and #hat he or she is currently !roducing. -erformance !roblems occur in many forms, and can range from sim!le !oor !roductivity, to absenteeism, to negatively affecting the #ork of others. Ho#ever, itGs im!ortant to distinguish bet#een !erformance issues that negatively affect the com!any, and em!loyee actions that may sim!ly be annoying to the manager or other em!loyees. Some em!loyees may have certain habits that do not im!act on their Page 18 of 24

value, but sim!ly annoy !eo!le. )hese are not really !erformance !roblems, !er se. 'n assessing #hether there is a real !erformance !roblem, a good question to ask is2 NWhat effect does NitN have on the com!any, or #ork unit, in terms of goal achievement%N /r, N'f #e do nothing about this N!roblemN, #ill there be any negative outcomes%N /hat Is Diagnosing $ Performance Pro%lem4 /nce you have a sense that there is a !erformance issue or !erformance !roblem #ith a s!ecific em!loyee, the very first ste! involves ma!!ing out that !roblem in more detail. 'tGs very hel!ful to kno# #hen the !roblem occurs, under #hat conditions, and the im!act the !roblem has on your business or #ork&unit goals and res!onsibilities. )he more you understand the nature of the !roblem, the more likely you #ill be able to ste! in and hel! eliminate it. lso, to understand the nature of the !roblem, itGs often useful to ask the em!loyee about it in a non&accusatory #ay. What may seem to be a !roblem, #ithout any rational reasoning behind it, may turn out to make sense, if you talk to the em!loyee. Iou need to understand #hatGs going onO So, you gather information, so you can decide if there really 'S a !roblem that requires action. Some a!!arent !roblems are so minor that they do not require you to do anything. EouFll 8eed To Diagnose /h+ The Performance Pro%lem Is :appening.

INCREASING GROWTH

Aiagnosing a !erformance !roblem is a !rocess used to identify WHI a !articular em!loyee is !erforming belo# e*!ectations. 'ts function is obvious. )o solve a !roblem, you need to get to the root cause, the ultimate and critical cause, so you can address the cause, and not +ust the sym!tom. Demember that the !ur!ose of the diagnosis is so you and the em!loyee can fi* the !roblem. 'tGs not for the !ur!ose of blaming, and should be carried out W')H the em!loyee. 't shouldnGt be something you do )/ the em!loyee.

There are two main causes of performance pro%lems. Page 19 of 24

)he first has to do #ith em!loyee characteristics. Em!loyee !erformance is based on the NbelongN at least in !art, to the em!loyee.

INCREASING GROWTH

follo#ing2 em!loyee skill levels, motivation, ability, training, and other factors that )he second ty!e of cause has to do #ith the system in #hich #ork is done. 'n this category are included2 managerial behavior, allocation of resources, the effects of colleague behavior, and a #ide range of variables that are, by and large, beyond the control of the individual em!loyee. When trying to identify the causes of !oor em!loyee !erformance itGs absolutely critical that both kinds of causes be e*amined. Even something like N!oor em!loyee motivationN, something that #ould a!!ear on the surface to be related to em!loyee characteristics, is heavily influenced by the #ork environment. caused by a !oor #orking environment. )he reality is that many !erformance !roblems occur as a result of the system in #hich the !erson #orks. 0or e*am!le, an em!loyee may be less !roductive over time if the tools s,he is given are faulty, !oor or inadequate. ?ertainly, that is not the fault of the em!loyee, and itGs not something the em!loyee can even control. 'n many situations, !erformance !roblems are +ointly caused. )hat is, the causes lie both #ith the em!loyee and the environment or system "and that includes managerial behavior$. )he t#o NcausesN often interact, #hich is #hy you #ill find that t#o em!loyees doing the same +ob in the same environment can be differentially !roductive. ny#ay, the !oint is not to rush to +udgment and attribute a !roductivity !roblem solely to the em!loyee. 'tGs unfair to do so, and #hatGs #orse, you arenGt likely to be able to fi* the !roblem unless you also look at the #ork environment. When diagnosing !erformance look at em!loyee factors as contributors and the bigger !icture. Progressive Discipline -rogressive disci!line is a managerial tool that involves a!!lying various consequences, tied to !erformance in a !rogressive #ay "from less significant to more significant$, to encourage em!loyees to im!rove their !erformance or move the !rocess along so that the im!act of !oor em!loyee !erformance is reduced or eliminated. 't involves Page 20 of 24 #ork environment can be frustrating or demoralizing, so a!!arent !oor em!loyee motivation can itself be

communicating #ith the em!loyee that there is a !roblem, and s!ecifying the details of and then invoking the consequences if the !roblem is not resolved.

INCREASING GROWTH

the !roblem, setting and communicating #hat #ill ha!!en if the !roblem is not resolved, )he idea behind !rogressive disci!line is to !rovide an o!!ortunity for the em!loyee to im!rove. 't is not a method of !unishment. /ne of the most uncomfortable things managers have to do is address !erformance !roblems and !roblem em!loyees. )hereGs no #ay around it. 'tGs !robably going to remain uncomfortable. Ho#ever, !rogressive disci!line can hel!, because the basic !rinci!le behind the #ay #e have described it is that the least !ossible force and negative consequences should be used to get the !erformance !roblem address. Suggesting that the !rocess should be started early on, and not #hen the only o!tions are !unishment and,or termination. Professional Drowth -rofessional gro#th involves collaboration bet#een you and your em!loyees. IouGre res!onsible for !roviding training and develo!ment o!!ortunities but theyGre res!onsible for taking advantage of the o!!ortunities and successfully com!leting the training they receive. " ttachment$ I. Prefacio. Programa 6ficial de ntrenamiento + Desarrollo Del 2uipo de la 9: $

Este documento que tiene hoy en sus manos, son las llevas !ara abrir la !uerta de la entrada a su nuevo em!leo. Hoy, usted se encuentra a !unto de iniciar una de las mayores y me+ores e*!eriencias de toda su vida. Hoy, se le entrega un !rocedimiento !aso a !aso e*!licando quien es VHE , que quiere VHE que usted haga, que es lo que VHE es!era de usted, que usted conozca la manera en que VHE le !ro!orcionara el conocimiento y las herramientas necesarias !ara que usted tenga una e*itosa e integral e*!eriencia laboral guiado !or la misiPn y visiPn de VHE . II. :orario. "ea ane#o $. III. Cono-ca al 2uipo !ecutivo de la 9: $. Page 21 of 24

INCREASING GROWTH
6a VHE , fue fundada en 1QB7 conocido entonces como el 6atRn ?enter, es una organizaciPn sin fines de lucro enfocada en !romover en el em!oderamiento de la comunidad a travSs del a!rendiza+e !artici!atorio. Aurante los Tltimos 8C aUos la VHE ha evolucionado de solo ser un gru!o de defensa de nuestros coetVneos a una organizaciPn sin fines de lucro que sirve a mVs de 7,FFF !ersonas cada ano. 6os !rogramas de la VHE actualmente incluyen, lfabetizaciPn !ara los dultos y 0amiliar, lfabetizaciPn ?om!utacional, Seminarios de Salud, Ioga E rtes @arciales, ?lRnica 6egal y lfabetismo 0inanciero. 6a VHE funciona con, !or y !ara la gente !ara desarrollar !rogramas que satisfacen las necesidades de las comunidades a las que sirve. Esta se rige !or las normas establecidas !or su Equi!o E*ecutivo, conPcelos a continuaciPn. I9. !pectativas 2ue 9: $ tiene de usted.

;uestras e*!ectativas concernientes a usted son altas. Es decir, es!eramos que usted cum!la con las reglas y normas e*istentes, asR como que avance en su conocimiento y e*!eriencia con nosotros y realice sus labores de modo que obtenga la me+or e*!eriencia !osible. <uscamos que usted a!lique adecuadamente el conocimiento adquirido en su entrenamiento encuadrando cada situaciPn con la que se vea retado a la a!licaciPn correcta de lo a!rendido. <uscamos que el im!acto que usted obtenga en su labor y !roduzca en la comunidad sea firme. -ara lograr todo esto, buscamos que se identifique con los ob+etivos, asR como la misiPn y visiPn de la VHE . .na mutua de!endencia de funciones. Io gano !orque tT ganas. 9. >o 2ue 9: $ %usca 2ue usted haga.

Aurante este entrenamiento, usted conocerV o desarrollarV a!titudes y cualidades necesarias y fundamentales !ara que realice su labor del modo adecuado, cum!liendo con la normatividad y !autas adquiridas en su entrenamiento. Wueremos que su desarrollo sea continuo, derivado del entrenamiento a la mano, es decir el entrenamiento en el acto del cual le !roveeremos. .n entrenamiento !ractico, !ersonal. Ae este modo ve de !rimera mano las distintas facetas del !uesto. sR, desarrolla una relaciPn laboral con su su!erior. sR reforza y a!lica los conce!tos a!rendidos en la sesiPn de entrenamiento. Aiscuta como resolver situaciones comunes y reales, barreras que !odrRan enfrentar, asR como las ob+eciones de su su!erior. Este entrenamiento es interactivo. sR se !ractican los conce!tos entre sesiones. )anto el contenido de el entrenamiento y su a!licaciPn se fortalecen !or estas dos vRas, es decir, sesiPn y !ractica en el traba+o. 9I. Cono-ca el =aterial de la 9: $. Page 22 of 24

INCREASING GROWTH
6e !roveemos de material del cual habrV de tomar notas de las ideas que les !arezcan im!ortantes. 6e !ediremos que com!arta. SubrVyelo, indRquelo, y a!lRquelo. Es vital !ara el desarrollo de sus labores y el rendimiento que logre obtener, que conozca este material muy bien.

9II.

Comente + desta2ue sus impresiones so%re su lectura del material.

ARgannos que le !areciP el material que obtuvo y revisP. Sea claro y honesto al describir sus ideas. Esto es muy im!ortante. 9III. Comente + desta2ue 2ue lo 2ue usted puede contri%uir a este rompeca%e-as llamado 9: $.

ARgannos que otorga usted a la VHE en el sentido de contribuciPn !ara lograr los fines que esta tiene. E*!lRquennos que caracterRsticas que usted !osee benefician a la VHE y le beneficiaran y au*iliaran a usted a cum!lir con su labor. IG. Comente + desta2ue lo 2ue mHs le emociona de tra%a7ar en 3.P. + de servir unidos a la comunidad.

Honestamente, dinos lo que te emociona, lo que te mueve cada dRa !ara venir y realizar tus labores. Ainos como es que tus dones, habilidades, conocimiento adquirido y ca!acidades te hacen la !ersona a!ro!iada !ara traba+ar en la VHE . )ambiSn guRanos !ara entender como es que todo este te ayudara y nos ayudara a mantener el im!acto que tenemos y deseamos en la comunidad.

Page 23 of 24

INCREASING GROWTH

Entrenamiento del Equipo

DIas

:ora

SalJn

$ctividad

Instructor

>unes

=artes

=iKrcoles

?ueves

9iernes

SH%ado

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