Item 2.2 in the Baldrige Criteria asks key questions about how your organization converts strategic objectives into action plans. The following processes, best practices, and problem areas look at critical issues in this part of the Baldrige model.
Your organization needs processes for:
- Developing short- and longer-term action plans and deploying them throughout your organization and to key suppliers and partners
- Allocating financial, human, and other resources to support accomplishing the action plans
- Identifying human resource plans that support accomplishing your action plans
- Identifying key performance measures you can use to track performance on your action plans
- Modifying action plans if circumstances change and rapidly executing the new plans
Best practices to consider:
- Aligning the organization’s strategic objectives, action plans, and performance measurement system with action plans and key performance measures for divisions, departments, teams, and individual employees ensures that everyone in the organization is working on what must happen for the organization to succeed.
- The performance management process identifies annual goals and objectives for each employee that support the goals, objectives, and action plans of the organization and department.
- Business planning and strategic planning are part of one process that allocates resources to support the strategic objectives of the organization.
- Human resource plans in such areas as learning and development, recruiting and retaining employees, and increasing employee engagement align with and support the organization’s strategic plan.
Common problems areas:
- No process exists to cascade the strategic plan throughout the organization, which makes it difficult to achieve the plan.
- Individual employees do not know how the work they do every day supports the strategic plan.
- Business/financial planning and strategic planning are two different processes, which usually means that the strategic plan does not carry the weight or emphasis of the business plan.
- Two different planning processes, as well as no connection between human resource plans and the strategic plan, leave the strategic plan without the resources required for it to succeed.
- No process is in place to regularly review performance to plan and to modify the plan as conditions change.
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