CASCADING ORGANIZATION GOALS TO DEPARTMENTAL GOALS

Research shows that while organizations focus on corporate wide alignment of performance goals, many traditional performance management and goal cascading processes fail to address common stumbling blocks (such as overlapping accountabilities, redundant or conflicting performance goals, and a lack of clear action steps). Unclear goals and misalignment of corporate wide efforts can impede both individual and organizational performance, leading to lower engagement levels. Organizations that communicate, cascade, and align corporate goals to employee goals establish a connection between the overall organizational strategy and individual employees. These steps provide a guide on how to impact engagement levels by effectively cascading an organizations goals to reach the goals of individual employees.

GOAL DEVELOPMENT
Step 1: Develop Goal Alignment Work Plan Articulate the Organizations goals Include top Division/Department leadership in identifying key activities necessary to achieve the Organizations goals

Step 2: Have Leadership Create Division/Department Goals Determine time frame needed for organizations top leadership to define Division/Department goals Help leadership connect Organization goals to Division/Department goals Ensure that leadership provide specific target metrics for each goal

GOAL ALIGNMENT
Step 3: Ensure Uniform Understanding of Organization Goals and Alignment Strategy Discuss Organization and Division/Department goals with the Division/Departments management in open forum (e.g., Goal Alignment Workshop such as Professional Developments Decoding Strategic Plan workshop) Demonstrate how to align departmental goals to the Division/Department and Organizations goals Determine time frame needed for management to define departmental goals Ensure that management provide specific target metrics for each goal

Step 4: Identify Misalignment of Cross Organizational Goals Identify poorly defined goals Identify conflicting goals Use consensus to address deficiencies or conflicts Create action items to correct misalignment

Step 5: Provide Support Tools to Identify and Resolve Goal Misalignment Develop a checklist of the Organization and Division/Department goals and illustrate how they are connected to departmental goals Identify issues that may arise and offer possible solutions Demonstrate how to prioritize and reframe goals Indicate how to refine goals as necessary

GOAL CASCADE
Step 6: Cascade Goals to Employees Distribute goal alignment template to employees to complete Connect employee goals to departmental goals

Create a timeframe for goal realization

Step 7: Create Transparency of Goals at All Levels Mandate manager communication of organization goals to direct reports Enable employees to view the connection between their goals and departmental, Division/Department, and Organization goals

GOAL MANAGEMENT
Step 8: Manage Goals Allow employees to adjust their goals as they change Audit goals to catch derailment in early stages Coach employees regularly towards meeting their milestones in support of the goals

Who Should Attend

Managers, Assistant Managers, Supervisors from all departments

Duration
01 Day

MUHAMMAD AMIR QURESHI

MBA (IBA Karachi) B.E (Mechanical) Registered lead Auditor ISO 9001, ISO 14001 (BSI, UK) Certified Energy Auditor (USAID) APO Certified Management Consultant (APO, Japan) Member ASQ (USA) Member Institution of Engineers Pakistan

Amirs main areas of focus have been Management System Audit, Supply Chain Management, Quality and Customer Service, Operations Management, Project Management, Lean Six Sigma, Process Improvement Strategies, Health, Safety, and Environment, Performance Management, Program Cycle Management using LFA Approach, Monitoring and Evaluation etc. He has 28 years of diversified experience in progressively senior positions in International, and national organizations of repute. These include Lloyds Register Quality Assurance, Guest Kleen & Nettlefold, Pakistan Institute of Management, Pakistan Poverty Alleviation Fund, University of Management & Technology Lahore, University of Engineering and Technology Lahore, Learning Bridge etc. He has provided consulting, and training in his focus areas to a number of valued clients, which include Phillips, Nortel, Adamjee Insurance, Pakistan Cables, Presson Descon, NASCOM, SMEDA, LUMS, Ministry of Population Welfare, Pakistan Institute of Engineering and Applied Sciences, Chashma Nuclear Power Plant, Fatima Group, KASHF Microfinance Bank, Crescent Bahuman, Marriot Hotel, Lahore Waste Management Company etc. He has carried out ISO 9001 and ISO 14001 audits in UK, Gulf, and Pakistan. Some of the major organizations audited include General Electric UK, International Power, Toyota, Holset Engineering (Cummins) UK, Pall Group of Companies UK, Gulf Petrochemical Industrial Complex Bahrain, Kohinoor Maple Leaf Group, Sapphire Group, Gulistan Gulshan Group, and Crescent Group etc