Presented By:

Stephan Millard Director of Product Marketing

10 Things HR Can Do to Help Align an

Organization’s Goals

Program ID: ORG-PROGRAM-88190

Page 2 - July 5, 2011 – PROPRIETARY AND CONFIDENTIAL

Agenda

■  Fundamentally, alignment is about clear, frequent communication

■  Goal alignment can have very measureable ROI

■  Technology can help, but it’s also about people & culture

■  Goal alignment is a very intuitive process

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Polling Question: currently, how well aligned are your organizations goals? ■  100% Aligned – Every employee works towards the same

company goals ■  50%-75% Aligned – most employees and/or departments working

towards the same company goals ■  25%-50% Aligned – Some employees and/or departments

working towards the same company goals ■  0% Aligned – employees work on what ever they like and hope for

alignment

Page 4 - July 5, 2011 – PROPRIETARY AND CONFIDENTIAL

The 10 Steps Towards Greater Alignment

1. Know the goals 2. Get buy-in 3. Cascade

Goals 4. Ensure

Consistency

5. Hold Everyone

Accountable

6. Reinforce Through

Development 7. Work the

Gaps 8. Encourage Year Round

Communication

9. Monitor Compliance

10. Measure Twice and Cut

Once

Page 5 - July 5, 2011 – PROPRIETARY AND CONFIDENTIAL

2. Get buy-in

•  Understand organizational objectives & how goals relate

Work with the Executive Team

•  Use existing power-centers in your organization to drive buy-in

Communicate through them

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3. Cascade Goals

•  Make sure they are clear / measurable

Set the goals at the top

•  This is where technology can help •  Try to maintain measurable alignment up

Facilitate cascading the goals down

•  Goals direct & focus employees •  Goals promote better communication

It will never be 100%!

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4. Ensure Consistency

•  Make sure groups understand their role in the overall corporate goal(s)

Cross check between groups

•  This is where technology can really help •  Specific, Measurable, Attainable, Realistic, Timely

Follow SMART criteria

•  This will help managers & employees focus and choose more carefully

Set a minimum and maximum #

Page 8 - July 5, 2011 – PROPRIETARY AND CONFIDENTIAL

5. Hold Everyone Accountable

•  Give managers the tools to measure progress •  Provide coaching on how to maintain team focus

Managers should drive accountability

•  Be sure to allow managers access to the tool •  Tools can empower, rather than be a burden

Systems measure progress

•  Setup dashboard reports that can drive action •  Have regular meetings scheduled

Executives oversee accountability

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6. Reinforce Through Development

•  Understand the required skills •  Competencies work to “quantify” skills

Make sure employees have skills and tools

•  Align these to skill gaps •  These can help employees in career planning

Implement Development Plans

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7. Work the Gaps

•  Again – empower managers with tools to help their employees

Managers look at Individuals, HR looks at overall

•  This is where integrated performance & learning system helps

Partner with OD/Training teams

•  Measure more then “course completion” •  Look for trainings effect on performance

Track and measure

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8. Encourage Year Round Communication

•  Encourage setting goals with quarterly or other interim measurements

Not a one time event!

•  This is where completion and reports and dashboards are useful

Send reminders to keep the message visible

•  Remember: what gets measured gets managed

Work to embed in the culture

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9. Monitor Compliance

Give managers tool to monitor individual compliance

HR should monitor at a Department level

Produce regular Executive Reports

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10. Measure Twice and Cut Once

•  Appraisals can be more than goal measurement •  Think about ratings distribution to ensure objective, fair

scoring

Reinforce through annual appraisal process

•  Give clear guidance up-front, this will avoid confusion •  Integrated pay-for-performance systems can help this

Tie to compensation increases

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Polling Slide: Question: In your opinion, at what stage do most Corporate Goal Alignment Programs fail?

■  Lack of Executive Buy-In ■  Goals not cascaded down throughout the organization ■  Lack of individual development plans ■  Not consistent throughout the year ■  Not tied to appraisals or compensation

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Polling Question: How is your organization doing goal alignment today?

■  We don’t have a program / process to ensure goal alignment ■  Entirely manual process (e.g. paper / whiteboard) ■  Semi-automated – we have goals/ performance system but

aligning goals is still manual ■  Fully automated – we have a goal / performance system that does

this

Page 16 - July 5, 2011 – PROPRIETARY AND CONFIDENTIAL

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Page 17 - July 5, 2011 – PROPRIETARY AND CONFIDENTIAL

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ket S

hare

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rs)

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Page 18 - July 5, 2011 – PROPRIETARY AND CONFIDENTIAL

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Page 19 - July 5, 2011 – PROPRIETARY AND CONFIDENTIAL

Summary

■  Start with what your culture / company will accept

■  Grow in phases to introduce more steps

■  Don’t forget change management – it’s about the people

■  This process can work for small companies or multi-national organizations

Page 20 - July 5, 2011 – PROPRIETARY AND CONFIDENTIAL

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