The
Organizational Development module focuses on monitoring and developing the organization to
maintain effectiveness in meeting changing business and
economic conditions. It also contains five sub modules as
well as completing the P2P management tools.
4
Organizational Surveys
The Organizational Survey application provides a
consistent narrative from the top of the organization down to
the lowest levels of production. The data from the surveys establish whether producers
can identify how their contribution contributes to company
success. A
computer generated report of the survey standards and its
translation into day-to-day programs is reviewed with top
leaders, managers and team leaders to ensure feedback results
are properly related and articulated to the work force. People to Projects has extensive experience in the
design, administration and analysis of assessments and
surveys. We define assessments as broad measures taking the
pulse of an organization using a variety of techniques, often
to prepare for a specific initiative such as strategic
planning, TQM, the Balanced Scorecard, team-based projects,
etc. Leadership uses these surveys to provide recommendations
to management on courses of action that would ameliorate the
issues and problems raised, and assist in the "action
planning" and facilitation of problem-solving groups.
These surveys can be delivered via paper or electronically
over an existing internal network.
4
Career Retention
People to Projects has developed a hiring and
development process that identifies the candidates profile
based uniquely on your company’s market, corporate culture
and past success. This process is inclusive of the fully
integrated Recruitment, Career Development, Organizational
Development and Project Manager tools that your software
application provides. Your
mission is to hire and develop personnel that will thrive in
your corporate culture and market, delight your customers and
remain a part of your future success. The Training Library for
staff development and our Career Retention tool is designed to
assist employers in retaining quality employees in the
workplace. These resources were further designed to provide
existing employees a method to resolve uncertainty or conflict
with the organizations operational procedures, benefits and
administrative policies. Research indicates that 80 percent of turnover and
performance problems are related to and can be traced directly
back to the hiring process. Our tools and processes create a
profile template that allows you to increase your performance
predictability and reduce turnover with your new hires.
Research tells us that traditional interviewing techniques are
poor predictors of performance and that 2 out of every 3
resumes are embellished. It is also a fact that the average
cost of a hiring mistake is about 3-5 times the annual salary.
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Electronic
Career Retention Data Entry Forms.
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Tailor
Survey Session for Group or Individual Participation.
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Keep
Track of Participants Using ‘Notification’ and Envoy
Messenger System Function.
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Access
to Data Entry Form Also Available through P2P Workstation.
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View
Summarized Results of Data in Control Center Form.
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Print
Comprehensive Report on Scores and Comments.
4
Strategic Planner
The strategic planning process requires a team effort
on the part of the organization to assemble all the various
forecasts throughout the organization, separate fact from
fiction, and disseminate the results into a usable action
plan. Clear thinking, with sufficient focus, supporting
details and a consistency of identifying and analyzing
critical issues will provide strategic definition. Remember
the main reasons people feel planning doesn't offer value is
the lack of a well-defined strategy and there's no connection
between planning and strategy. That disconnect is compounded by the fact that there's
little individual accountability for results. Strategic goals
need to cascade down into individual objectives and
performance targets that are clearly linked to the
organization. Choosing
the right metrics that reflect competitive factors affecting
your business means also choosing the right number of
measurements. The strategic planner measures 20 key indicators
in four distinct areas:
1.
Financial
2. Customer Related
3. Process Related
4. Future Value
4
Cultural Integrator
What makes a good corporate culture is that everyone
in the Company from each clerk to the CEO understands what
business they are in and who their customer is. Each person
must have a strong sense of mission. Each person must have a
passion for the work he or she does. Therefore, the make-up of a Company's culture has more
to do with employee's behavior, values and commitment to
achievement of objectives. When all employees understand the profit goals and
commit to the Company's strategies and accountability, they
are more productive and the company is more prosperous. The amazing result is that under these circumstances,
work will be fun and no longer punitive and that is a huge
competitive edge in the Global Marketplace.
People to Projects software provides two fully
integrated cultural integration tools. The Cultural Integrator
formal assessment is used to collect data from two focus
groups & a comparison of corporate cultures is the result.
These two focus groups could represent two separate
companies, alliance partners, distributors, etc. who are in
the process of merging into business together. The fully
integrated Cultural Integrator informal assessment is used to
collect data from two focus groups for a quick-view comparison
of corporate culture within an organization. These two focus groups would represent two separate
departments, operating regions, entities or divisions under
one corporate umbrella who are in business together
experiencing difficulty working harmoniously together.
Figure:
Formal Cultural Integrator Control Center form
Figure:
Informal Cultural Integrator Control Center form
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Electronic
Cultural Integrator Data Entry Forms.
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Two
survey types: (1) Surveys for Mergers and Acquisitions of
separate companies, and (2) Survey for measuring cultural
differences between two entities within the same organization.
-
Compare
Corporate Cultures between Focus Groups Internal or External
to your Organization.
-
Access
to Data Entry Form Also Available through P2P Workstation.
-
Print
a ‘Summarized Results’ Report for either type of Cultural
survey.
4
Organizational Scorecard
One way to
identify key non-financial measures is through the use of a
balanced scorecard. And once in place such a scorecard is a
key component of an integrated planning process. Indeed,
almost 50% percent of companies are installing balanced
scorecards to help link strategy to budgeting and forecasting.
Plan to cascade the non-financial parameters of your business
very deeply into the organization, possibly down to the
absolute lowest levels. If your organization can help every
employee understand how his or her success contributes to the
overall success of the organization, then the system will be
complete. It's
the last step that provides a mechanism for continuous
feedback. The scorecard needs to be inextricably linked to the
budgeting and forecasting process, since improving any measure
typically involves an allocation of resources. In addition,
the goals and targets for the scorecard are a major component
of overall planning. Suppose we set a goal for premium
growth--one of the measures on the scorecard is at 27 percent,
but our six-quarter rolling forecast says that on an ongoing
basis we can expect only 23 percent. The scorecard helps to
figure out how your organization is going to achieve that 4
percent gap. Maybe we hire more wholesalers; maybe we change
our brand image. Whatever it is, the scorecard model is the
People to Projects tool to measure and feedback results.
 
 
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