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Under OPD-HCD™ people are not asked to achieve
goals. In the sense of performance results there are
no expectations placed on people.
Goals (KPIs) are the tool to link the daily actions of
the person with the strategy. The ideal actions in the
role are derived from goals and agreed by the per-
son, the team leader of the person, the manager of
the team leader and finally signed off by the CEO.
(Note: A role is a unique set of KPIs and actions.
For example, quality assurance and production su-
pervisor may be two different roles assigned to one
person, with inherent tension between the roles.)
People are asked to commit to their own work life
success and satisfaction. In agreeing the role specifi-
cations, they agree the ideal actions represent the
greatest opportunity for greatest success. Therefore,
delivery of ideal actions to standard is the agreed
way a person needs to seek success in the job.
Accepting the job is acceptance of the ideal ac-
tions inherent in the job.
If a person is uncomfortable with acting out the ideal
actions, yet intellectually they agree that is what is
needed, then they have no other ethical choice but to
resign. This is exactly equivalent to the CEO resign-
ing if they are uncomfortable and cannot live with
the strategy directed by the board.
If a person does not think the level of results will be
achieved by the ideal actions adopted, they should
table their opinion and then commit 100% to deliver
of ideal actions as specified so that if the result is not
achieved, then it is not due their underperformance.
The CEO is responsible for roll out of strategy.
Apt and accurate ideal actions, via the goal cascade
is the only scientific and most effective way of roll-
ing out strategy. Therefore, a priority of the CEO is
ensuring role specifications apt accurate relative to
strategy. The second internal priority of the CEO is
ensuring all team leaders are guiding committed
delivery of the role specifications to standard.
A person is expected to manage their own con-
duct at work.
The person succeeds if and only if they deliver to
standard the agreed ideal actions in the role. The
person is NOT responsible for the result, that is the
responsibility of the leadership team up to and in-
cluding the CEO. If a person delivers ideal actions
fully to standard and the goal is NOT achieved,
then the person is NOT responsible for that failure.
Identifying ideal actions relative to a goal is a cru-
cial intellectual task that must not left to just the
team leader and person, it is too important. In com-
bination with the goal cascade it is the task defining
the behaviours necessary from staff to achieve the
strategy. The link between ideal actions and goals is
determined by the leadership, guided by the HR
Function and discussed and agreed with the person
accepting the role.
Deriving ideal actions from a goal is a task that
must be done with the skill that ensures the ideal
actions adopted offer the greatest chance of greatest
success. Doing ideal actions does not guarantee
success, there are always factors beyond the control
of the person doing the job. Not doing ideal actions
Once settled, the person accepts the ideal actions as
offering them greatest chance of greatest personal
work life success, and commits to manage their
daily behaviour at work to deliver the agreed ideal
actions to standard. The start point of every per-
son’s work life success is adopting in mind a game
plan for the role derived from the formal role speci-
fication of the job.
Organization and personal learning.
Over time s team will learn which ideal actions
work best. This is ‘organizational learning’ and
needs to be captured, and the role specifications
amended to reflect the learning.
As people manage their behaviour to match the
ideal actions, they will develop more skill, so they
personally learn what they need do, their personal
style of delivery of ideal actions, to do it to get best
results for them.
Non-threatening change management.
As the market or strategy changes so the goals may
change. If the goals change the ideal actions
change. These changes must be recorded first in the
role specifications, then discussed with the people.
When agreed and signed off by all concerned, then
the team leader works with the person to adopt the
role specification to build a revised game plan in
the mind of the person they then use to guide and
manage their behaviour at work. The process of
change management is clear, direct and non-
threatening to the person.
People are expected to strive for their own work life success and satisfaction.
People striving for perfect game plans perfectly delivered.
1. Seeking new thinking.
2. How to double profits.
4. Linking staff action to
5. Human performance
6. HR as rollout of strate-
7. Behavioral structure of
8. Understanding human
9. Linking people to be-
10. Perfect human perfor-
11. Performance manage-
ment moving actual
toward perfect perfor-
12. Built in flexibility.
13. A scientifically proven
balanced solution to
as a driver of results.
14. Redefining engage-
16. All HR policy changes.
17. Lifting expectation.
18. Redefining leadership.
19. Redefining manage-
20. Why has it not been
21. Stop. Reflect. Chose
22. Why can’t we do it
23. Mind of the CEO.
24. HR as the ‘right hand’
of the CEO.
25. Building a ‘verbal
26. Understanding human
27. Building and imple-
menting an integrated
28. Human capital.
29. Finding and develop-
30. Choosing better ideas.
Reading these newsletters you will gain
new insight into how to manage the link
between people and your organization so
that both benefit by increased results,
greater success, increased profits, more
fulfilling work, and greater satisfaction.
Contact: email@example.com to meet and explore how this system will lift results in your business.
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