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The document outlines goals and sub-goals for increasing individual visibility and competence area growth within a team. The individual visibility goal is to make every team member as visible as their salary demands, with sub-goals including a minimum number of speaking engagements, articles, blog posts, and recommendations per person annually. The competence area growth goal is for Frankfurt and Munich sites to act autonomously, serving 80% of customer requests with at least five colleagues each in a fully utilized competence area.
The document outlines goals and sub-goals for increasing individual visibility and competence area growth within a team. The individual visibility goal is to make every team member as visible as their salary demands, with sub-goals including a minimum number of speaking engagements, articles, blog posts, and recommendations per person annually. The competence area growth goal is for Frankfurt and Munich sites to act autonomously, serving 80% of customer requests with at least five colleagues each in a fully utilized competence area.
The document outlines goals and sub-goals for increasing individual visibility and competence area growth within a team. The individual visibility goal is to make every team member as visible as their salary demands, with sub-goals including a minimum number of speaking engagements, articles, blog posts, and recommendations per person annually. The competence area growth goal is for Frankfurt and Munich sites to act autonomously, serving 80% of customer requests with at least five colleagues each in a fully utilized competence area.
The goal of “individual visibility” is defined as: We want every member of our team to be as
visible in the market as they want to be, and as their salary level demands. The target scenario is that our customers ask primarily for specific team members. The sub-goals are:
We increase our external visibility, based on solid
qualifications, in a way that makes the person more important than the position. Every individual achieves this by getting a baseline of ten to fifteen speaker engagements, adding at least two more per year. Everybody also authors a baseline of five professional articles and fifteen blog posts, adding two articles and four blog posts per year. On top of that, everybody needs public recommendations by customers, resulting in three or more appraisals and two or more case studies. These elements can be combined in different ways, while everybody needs to get at least twenty instances of visibility to attain a basic visibility in the market. We establish internal education by conducting bi-weekly learning sessions within the team. We also work together in every project. To achieve this, we find out when and how to pair, learn about the working models of our competitors, and do every second project as a full-time pair up to the end of 2017. These pairs are always paid for by the customer, except for new hires. To achieve this, we need to develop a line of argumentation, calculate our offers accordingly, and get customer feedback for reference. If we cannot be at the customers’ sites together, we learn by collaborating on Fridays. The goal of “competence area growth” is defined as: We want our sites in Frankfurt and Munich to act autonomously from our business unit’s perspective. We also want to be able to serve all the customer requests we want to serve. The target scenario is that in both sites we have at least five colleagues, the competence area is fully utilized with customer engagements and we can still serve 80 % of incoming requests. The sub-goals are:
There are enough employees in all sites. We start with five
team members both in Munich and Frankfurt, forming autonomous teams. To achieve this, we need to find out what growth rates are sustainable for us, especially in terms of contribution margins, seniority ratio, and special requirements of the sites.