- All staff aligned with company objectives
- Expand beyond few critical employees
- Not single, static plan — flexible but focused
- Part of daily operations, not 'sitting on a shelf'
- Measurable results with appropriate changes to meet objectives
ENVIRONMENT & RISK
Regardless of the type or size of an organization, aligning staff with the goals and objectives of the organization is essential for its long term viability. Furthermore, organizations that grow out of an entrepreneurial initiative, or family owned businesses are often centered around a few individuals and are at substantial risk, if contingent plans or strategies are not in place to back up the development of leadership. More mature organizations or those that have been set up around a specific objective are just as much at risk if they aren’t looking at the environment around them today or what is coming down the path.
Regardless of the situation, organizations utilize people to accomplish their goals and it is critical to keep the team focused. There is no single game plan. However, you must have a plan and one that works for you every day. Employee needs, operating or marketing conditions, and time, all conspire to create multiple agendas for what has to be accomplished. Making sure the organization knows the direction it wants to take and getting the correct supporting tools and staff is essential to be an effective organization over the long haul. In collaboration with key organization management, P3 can make sure your organization gets on the right track and stays there.
THE METHOD
Establishing the strategies to support the mission and vision, putting in place the processes, and maintenance elements and assuring the use of proper tools, is the intent of the Integrated Strategic & Succession Planning (ISSP) program. P3 suggests the ISSP be utilized prior to budget preparation and planning for the new year; or before a substantial new project or initiative. The Board of Directors or the Leadership Team may utilize the process before replacing a key executive. Timing is important, but getting started is more important. The impact throughout the organization can be astounding; especially when implementation and communication become part of the normal operating practices.
Other strategic plans often sit on the shelf and are brought out every few years for review. Then people go on with their “real” job. The P3 process is to create an integrated driver of organization operations, so the “real” job and meeting the strategic plan objectives are one and the same. Furthermore, it integrates the issues of succession planning and employee development into a single process; so you have the horse power needed at the time you need it.
P3 can help you determine how to establish an effective program, whether you use all or a select group of the leadership team, key outside advisors, clients or vendors. The key is to use a resource with responsibility for ISSP follow-through that is involved with the initial thinking and planning. This role may be limited but is a critical commitment.
PROJECT PROCESS
Establish a time and location that allows the key contributors to participate with concentration on the issues. Most successful programs require multiple sessions to discuss, reflect and modify the ideas and strategies presented.
The intent is to identify critical factors, requirements and objectives in order to establish a written road map with objectives, accountabilities, timelines, and measures to assure the organization is positioned to achieve its desired results.
In addition to establishing the guiding strategies, there should be focus on the needs, barriers and the methodologies required or available to overcome the barriers.
The P3 process provides:
- Program design, and facilitation
- A detailed report and work documents for tracking and follow-up action.
- Supplemental to the report would be the Strategic Achievement Index © (SAI). This measurement tool is designed to track the progress achieved by the organization against its strategic objectives and help focus on the areas that need emphasis or change
- This measurement tool is designed to track the progress achieved by the organization against its strategic objectives and help focus on the areas that need emphasis or change.
- A communication plan for the organization
- A six-month follow up program to allow plan refinement, proper application of procedures and reinforcement of “What is measured will be improved”.
WHY USE AN OUTSIDE RESOURCE?
The seasoned P3 staff brings process attributes which are different from inside staff.
- An independent objective party to work with Senior Executives without the influence of internal considerations.
- Experience to manage the team through situations that divert the development of a sound long term program. We are a team of seasoned HR executives; effective ISSP is not in a book.
- A broad Human Resources and business base, to fully integrate the plan into other HR and business programs that support operational objectives and facilitate linkages to performance management plans, short and long term compensation plans, employee development and staffing plans, as well as budgeting and regulatory compliance.
We can tailor our services to meet your situation. You, however, have to make the commitment to get started and put the plan on paper.