How to setup goal alignment process using an integrated approach.

2. Preface
Konekme supports the idea that the goal alignment process by itself just isn’t enough to
align employees with your overall corporate mission.
We believe the goal alignment process must be supported by other human resource
development systems such as performance management, rewards, training, and
staffing. And anything less than getting the support from these systems will be an uphill
battle.
Konekme works by using job profiles to integrate each human resource development
system together to support the goal alignment process.
Come and see what we are about.

4. Internal forces
Management strength: Self Motivated and Determined, Intelligence and possesses Self
Confidence
Manpower availability: Having the people resources required to execute the strategy
Technology: Having the various tools and their associated work processes that enable employees
to understand customers, make decisions, build knowledge and deliver value to the customer.
Financial strength: The state of the company's finances, makes their payments on time, and knows
how to manage their money.
External forces
Political environment: The political environment of a country is influenced by its political
organizations. The political environment of the country influences the business to a great extent.
Technology: Technology is always advancing, but learning how to use new technology while
remaining productive can be stressful.
Competitors: There will always be someone who believes they can do the same thing you are
doing but better. Companies must always keep up with competitors or be one step ahead.
Customer demand and preferences: Know this, it is always changing!.

5. People are “hoarders". We hoard things because we don't want to decide
what's most important.
But hoarding is bad when it comes to setting goals for your employees.
Studies show that if you give employees two goals, the probability of making
progress towards both goals are good as long as they have the talent and
resources to get it done. Give employees five goals and you’re lucky if they
complete 2.

6. The purpose of metrics is to breakdown goals into meaningful action items that make
clear the direction of its goal.

7. Metrics are to goals as tasks are to activities.
For example:
Goals for an Executive Administrative Assistant:
“Provide customer service excellence”
Metrics:
Answer phones within 3 rings
Respond to customer inquiries within 24 hours
Route calls to appropriate departments
Metrics can be assigned as the need arises while maintaining the direction of the goal.

8. Ideally most employees should have two core goals – to function as an Individual
Contributor, and function as a Team Player.
In today’s environment most employees must be able to share responsibilities and
ownership by working in groups, while being able to work independently, using their own
ideas and talents.
Example:
Goal 1: <Job Function> excellence – Individual Contributor
Goal 2: <Job Function> excellence – Team Contributor

10. We all say that goals must cascade from the board room….
… to the stock room.

11. But what most companies fail to do is to allow goals to flow back
up, not giving employees the opportunity to give their feedback on
the goals assigned to them.

12. Do managers know if employees have:
The adequate talent and skills to achieve their goals
The technology infrastructure to achieve their goals
The flow of information to achieve their goals
Any dependencies, what are they, and can we provide them

13. Dependencies, otherwise known as horizontal alignment is one of the few disciplines that
fall by the way side.
Dependencies make certain that the organization is ‘aware’ of the need for cross
organization alignment. For example, suppose a Technical Support Engineer functioning in
the Sales department is dependent on receiving technical help from the Hardware
Engineering department to help build a product test Station. If Hardware Engineering
cannot provide this support, Technical Support may not be able to help customers resolve
technical issues in a timely manner, resulting in low customer satisfaction ratings.
Without this cross functional department alignment, the Technical Support Engineer will
not be able to achieve his/or her goal.

17. The nature of today’s job profile should
reflect the goals of the employee. The
probability of achieving the goal can be
traced back to the employee’s job profile.

18. Scope: How the job fits in the company Activities: Functions that the jobholder performs to
as a whole. meet the job's responsibilities.
Discretion: Able to exercise Tasks: Specific activities that jobholders perform
independent judgment to accomplish larger duties and responsibilities.
Level of Interaction: Other employees Knowledge: Knowledge of current
with whom the candidate must interact trends in the specific field.
Job Complexity: Analyze situations, Abilities: The physical requirements and physical
evaluate alternatives, and implement demands of the job.
solutions within standards (where applicable).

19. The power of Konekme is the utilization of
Job Profiles to integrate five HR systems
on the same platform.
The purpose of Konekme is to tear down
each HR system from their silos* and
combine them into one collaborative
system.
*A functional silo is each HR system acting more as an
independent entity versus a component of a much larger system
in spite of the fact that numerous HR activities and data needs
overlap.

20. In a collaborative system, output from one system is the input to another.

21. Examples of output from one system is input into another:

22. When you have a well written job profile that reflects the knowledge, skills, abilities and
minimum qualifications of the job, you're able to develop job related questions that help
you and your managers effectively recruit for open jobs.
Most of us only use job profiles to drive the staffing process. However Job Profiles are
best used when integrated with the other HR systems.

23. “If you don’t measure, you can’t manage!”
Job profiles must be used as the objective
basis of setting employees performance.
When using an integrated approach for example, linking the
staffing system to the performance management system through
job profiles, you are hiring people to the competencies that are
critical for individual and organizational success and then
evaluating their performance to those same competencies they
were hire to.

24. Konekme integrates the Job Profile directly to the Performance system so the skills that
were used to hire the employee become the criteria they are being measured against.
Assigned goal or metric
Skills from Job Profile
Performance Notes

25. What coach would wait until the end of the game to tell their players what they
could have done better? Then why would a manager wait until the end of the year
to tell their employees what they should have done differently to have improved
their performance rating?
The annual performance review process at the end of the year is becoming more
and more obsolete in a fast moving environment. Companies can no longer afford
to wait until “next year” to get the best out of their employees.

26.  Good behavior and/or performance can be immediately praised, thereby
encouraging the momentum to continue.
 Bad behavior and/or performance can be corrected immediately before it impacts
the organization.
 Builds stronger relationships between the employee and manager because it
encourages ongoing feedback throughout the year.
 No surprises at the end of the review period. Employees always know where they
stand at all times.
 Continuous feedback dispels the notion that reviews and merit increase are always
tied to one another.

27.  Comparison of goal distribution among peers
 Comparison of employee compa ratio against peers
 Comparison of performance ranking against peers
 Comparison of labor distribution among peers

28. It's essential to base your job salaries on
job content, not job titles. You'll need well-
written job profiles to be able to compare
with market surveys and salaries.
When job profiles are allowed to drive the
performance process, the reward system is
able to reward the performance derived
from the job profile. This reinforces a “pay
for performance” culture.

29. The job profile points out the “need to have skills” that is
essential to the success of the job. When integrated with the
Training system, the gap between “need to have” skills and
“current” skills can be immediately addressed with the
appropriate training program.
It is important to tie curriculum to job profiles thereby
providing the opportunity for employees to receive “need to
have” as oppose to “nice to have” training that will provide
them with the skills necessary to perform in their jobs.

30. One of the top 3 most frequently cited reasons employees provide for leaving to
join another employer in exit interviews is that they didn't believe there were
promotional opportunities for them, i.e., "nowhere to go." By integrating Job
Profiles into your succession programs, you’ll be developing career ladders to
formalize your organizational structure and internal promotion system, thereby
reducing turnover and lowering your training costs.
Job profiles blend in well to virtually any approach that a
company takes to succession planning. Using performance
ratings and job profiles to assess succession candidates, you
are able to match potential employees against those job
profiles you are looking to staff.

31. It is easier to manage because you control each of the five systems
that directly impacts the system as a whole.
It allows you to quickly address performance issues and provide rapid
solutions.
It prevents external noise from creating unfairness in the system.

33. A common failure for companies is not having an adequate
system to manage change.
The business environment is dynamic in that it keeps on changing
whether in terms of technological improvement, shifts in
consumer preferences or entry of new competition in the market.
These changes must be manage with a plan. If not managed
effectively, change is disruptive to an organization.

34. Not if, but when change occurs, it is likely that your organization
may need to acquire new skills to meet those changes.
If you get into the habit of continually and consciously evaluating
your employees you will be able to move quickly and effectively
to meet and adjust to these changes.

35. To survive and succeed, companies must be prepared for change and
change their job profiles accordingly.

36. Managers need a dynamic system in which job profiles can be created and managed on an ongoing
basis. With Konekme, managers are able change and communicate competency changes to their
employee immediately.
Use zoom in +

37. Employees need a dynamic system in which they can view their job profiles and see changes in the
required skills as their job evolves. With Konekme, employees have immediate access to their job
profiles at all times.
Zoom in +

38. When Job Profiles drive each HR system, each system can adjust itself to respond to
the changes in employee skill sets.
Staffing can adjust its interview questions to match the new required
skills of the Job Profile
Compensation can realign itself to compensate the new skills
Performance Management can adjust itself to manage the new skills
Training dollars can be directed to train for the new skills
Succession Planning can begin looking for the new skills

40. Get the most out of your system with careful
planning and thought.
Plan and assign realistic goals and metrics
Use fewer goals, and use metrics to drive the
day to day activities.
Be objective whenever possible
Don’t procrastinate telling news (good or bad)
Discuss in person before entering in the system.
The employee should never be surprised seeing what is in the system
relating to them

41. The purpose of an electronic system (HRMS), is to document and store what
has been discussed between employee and manager. It should not be used as
a sole communication medium to communicate with the employee.
The most effective and powerful way to interact is in
person. You can’t replace looking someone in the eyes to
discuss how their performance is really progressing.
Face-to-face communication also builds trust and
minimizes the possibility of misunderstandings and
misinterpretation.

42. Thank you for reading
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