“You may get the secondary outcome after setting a high target and the low result when the target is secondary.”
–Emperor of China, by Emperor Taizong of Tang
“Execution” is always the problem for enterprises. Loss of execution will occur at each hierarchy from decision making to outcome. If execution at each hierarchy can achieve to the extent of 80%, only 51% can be reached at the fourth hierarchy. The larger the companies with more hierarchies are, the more serious the depletion is. Finally, only1/3 of the target can be often achieved by the performance.
By contrast, managers mobilize the staff to work together or desperately PUSH them, but if failing to grasp the main points, their attempts will be futile. It makes both sides very painful without a sense of accomplishment.
If this persists, people will no longer be sure of the implementation of decision-making, even hopeless, which in turn makes the original execution further degraded or even collapse! Some decisions are simply put aside, or implemented toward the opposite direction of the decision-making objective.
In addition, there is a common misunderstanding, which is the concern about too detailed plan will affect the flexibility. In fact, the accurate objective and thorough planning can assist managers in backtracking and judgment: what measures are better able to help me achieve this objective? How will these measures affect my resources and time? How should I adjust to the staffing? How should I track and assess?
Therefore, from the objective to the performance, it is essential to a good job to have a complete set of comprehensive and rigorous thinking, as well as interlocking methods and tools.
Step 1 From strategic objectives to departmental work plans:
Superior strategies are the inferior objectives, but the way plans are executed means that the strategies are “implemented”?
- Learn about the objectives: how to understand the company’s strategic objectives? What is the role of superior strategies in the strategic objectives?
- Develop strategies: to achieve the superior strategies, the situation and own resources of the department: strengths, weaknesses, opportunities and threats.
- Refine the plans: plans and metrics for the realization of the departmental strategies.
- Execution of the plans: how to realize the division of work? What is the critical mission? How to realize the assignment?
Step 2 Implementation and control of departmental work plans:
When the strategies are implemented, managers are often faced the situation where multiple tasks are in parallel. During the entire process of execution and control, they need to do a good job in the following aspects in a timely manner:
- Find out deviation: Set an inspection system and critical assessment points, and compare them with the process and indicators in original plans in a timely manner.
- Deal with personnel issues: How are cooperation and communication among staff? Do individual employees need to improve their skills or enhance their intentions?
- Resolve service issues: What is the fundamental reason? How to improve it as soon as possible? How to completely solve it in the long run?
Step 3 From departmental objectives to employee performance goals: Setting, tracking, assessment and development of employee performance goals
Final implementation is the performance goal for each employee. Based on this process, the employees shall understand what they are supposed to do and the managers shall be able to, according to the realization of the goal, evaluate the performance of the employees with a closely connection to the employees’ capacity and the performance in each department.
Features of AMA Program:
- Based on the actual operational sequence and difficulty discussion of goals and plan management, the course features systematic, concise and clear. Based on the abovementioned thoughts and concepts, the course can solve these problems one by one. When the course is over, the students will be able to develop an entire set of thoughts and arrangements for their departments.
- Numerous cases and situational practices together with clear tables and tools will make large amount of practices and tools in each stage. The simple and practical tools are applicable to everyday work.
- The teachers are experienced. All of the consultants have experiences at positions higher than department manager. They are able to develop company strategy and implement employees’ performance management, boasting of abundant practical experiences in the goals and plans of various departments.
How you will benefit
- Learn to develop strategies and action plans to realize corporate objectives
- Learn to analyze and solve common problems in execution
- Learn goal setting principles and techniques, and how to set objectives for subordinates
- Learn how to effectively communicate and follow up with subordinates to ensure implementation
- Learn how to give constructive and encouraging evaluation
What you will cover
From objective to plan
- Three success factors for a company
- How to close the gap between today and tomorrow
- Eight steps for developing a plan
- Personal planning style profile
Execution and control
- Three major issues and solutions
- Planning
Not realistic
Not taking in risks
Not specific
Not having enough resources
Solution: ensure actions are in line with the vision
- Action
People are not motivated
Execution gaps
Unclear assignment of authority and responsibility
Poor teamwork
Solution: timely coaching to solve the problem of people
- Control
Delays
Do not know how to control the progress
Changes
Problems occur one after another
Solution: problem identification and cause analysis
The significance of performance objective management
- The definition of performance management
- Benefits of the objective management system
- The objective management cycle
- Why does performance management lose its purpose
- Basic principle of performance objective management
Objective setting and consensus building
- Performance objective breakdown
- Types of performance objective
- SMART target
- Quantification of an objective
- Key issues of objective setting
- Steps for objective setting
- Communicate performance objective with different types of employees
- Reach consensus with employees and gain their commitment
Objective achievement and evaluation
- MBO cycle and the manager’s role responsibilities
- Purposes of performance evaluation
- Performance evaluation preparation and interview steps
- Performance rating principles and criteria
- Motivate and develop employees with performance evaluation results
* Sequenced by surname alphabetical order.
"Course content can be directly used back to work and solve problems."
"What I learned can be applied in my work. By having a good control of the plan, the action, and the communication, team objectives can be achieved."
"In-depth and simple. I had a good idea of the whole performance management system.”
"Systematic and practical. Realistic and to the point. Very vivid.”
"All the tools are useful. Performance goal setting is no longer empty talks."
"With cases and videos, it’s very interactive. Practice and theories are well combined. Very helpful."