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Strategy Mapping strategy

Strategy Mapping strategy

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Published by Jitesh Agrawal
it is SM PPT useful for marketing students. it is useful for 3rd semester student . it is useful for how to map companies position in same industry.
it is SM PPT useful for marketing students. it is useful for 3rd semester student . it is useful for how to map companies position in same industry.

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Published by: Jitesh Agrawal on Apr 14, 2013
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01/09/2015

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UHR Strategy Mapping & Balanced Scorecards 2008

90% of Organizations Fail to Execute Strategy 95% of Employees do not understand their Organization’s Strategy 85% of Top Management Spend Less than One Hour per Month Discussing Their Orgs Strategy

How do You Fix This?

5% of the workforce understands their company strategy 25% of managers have incentives linked to strategy 60% of organizations don’t link budgets to strategy 86% of executive teams spend less than one hour per month discussing strategy How do You Fix This? .

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PESTEL Analysis Political. Environmental . Environmental. Sociological. Techno. Techno. Sociological. Legal Political What is the culture of the organization? (How do we do things here/conduct change?) How is the HR function viewed by other functions? Who are the political champions of HR (or its adversaries)? Shareholder views (Unit HR Personnel)  Where do we “fit” within the Org and How do we support the Mission n Vision at the Higher Levels (B&F and Univ-President’s) Economic. Economic.

g. Contracts  Same Sex Domestic Partner Challenge/Ruling ..Legal What is happening in our sector that will impact what we do? Minimum wage FLSA Changes FMLA Changes Ethnicity Code & Reporting Changes What changes will impact the services of the organization e.

President Coleman's “Future Directions: Shaping the Michigan Difference”. Board of Regents 04-22-04 We will sustain academic excellence “Recruit and retain the very best faculty and students Must maintain the distinctive strength of our extraordinary staff. and staff – that reflects the full diversity of our nation and creates a campus that is truly and completely supportive of that diversity” . who provide highly skilled effort that keeps our intellectual and physical infrastructure so robust” We will foster active engagement “We must develop the infrastructure – technological and physical to support all forms of academic engagement……” We will build collaborative learning communities “As we deal with multifaceted social problems. faculty. we find they often do not fit into the discrete disciplines of academia” We will create greater access to Michigan’s academic quality “Now we have to turn inward to enhance our efforts in recruiting and retaining a campus community – students.

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Strategy at the Highest Levels is a series/collection of themes or focuses and must be a limited number.g. e. UHR has Six Strategic Goals thru 2010 Must be measured and managed often Must report on progress to stakeholders/customers .

retention and development of outstanding faculty and staff 2. Developing leading practices in the recruitment. Foster and maintain a work and learning environment that is inclusive. and is free from discrimination . competencies and expertise to advance University goals 5. welcoming and supportive. Build Human Resources’ skills.1.

UHR Vision Statement: To work independently in partnerships. both within and outside of the University. efficient processes. welcoming and supportive. and is free from discrimination . practical programs. Foster and maintain a work and learning environment that is inclusive. and prompt and comprehensive services related to the human resource needs of the University community: “Respecting the inherent worth of all individuals evidenced through inclusiveness and diversity” President What will take us there? What will cause this to be fulfilled? Otherwise: What is the Strategy? UHR Goal 5. sensitive responses. to develop and maintain effective policies.

Program developed .Key/Strategic Initiatives: “Diversity Matters” educ.

Contributors) . Staff.How can we contain financial increases/control? Cost containment? . Legislators. deep institutional knowledge/expertise .“Must” evaluate each chosen Strategic Initiative through Four Perspectives : Customer/Key Stakeholders (Students.What impact will this have on our customers.g. what will customers want? .Increase public awareness of University? Legislator/Public approval? Financial/Differential .Will this strategic initiative have and/or need knowledge “we” have that no one else has? e.Expand University customer base? .

What do our employees have to learn to maintain prof. improve upon? .“Must” evaluate each chosen Strategic Initiative through Four Perspectives : Int Business Processes .Can we increase self-service options? Ease of access? .Does technology have to change? Employee Learning & Growth .What training is required for “new processes” – (see Int Bus Proc)? . expertise .What internal bus. processes/procedures must be changed/created to fulfill this strategic initiative and have best impact on Customers/Key Stakeholders? .What do our employees have to learn.

and is free from discrimination. and staff – that reflects the full diversity of our nation. welcoming and supportive. retention and development of outstanding faculty and staff LINKAGES . and creates a campus that is truly and completely supportive of that diversity B&F Goal: 1. faculty.INITIATIVE LINKS FOR ORGANIZATION STRATEGY LINKAGE MAP UHR Goal 5: Foster and maintain a work and learning environment that is inclusive. President Goal: Now we have to turn inward to enhance our efforts in recruiting and retaining a campus community – students. Develop leading practices in the recruitment.

g. * Establishment/Design of Diversity program/seminar e. where . e. who.•A comprehensive accessibility review to ensure the usability and ADA compliance of all University buildings has been completed. (2 Yrs) * Campus Bldg Review Schedule Completed (>200 bldgs) * "Bus Plan/Proposal" developed to obtain funding from "ADA Fund" in U Architects Ofc for Campus •A U-M diversity network has been created to enhance the U-M positive and welcoming work environment. Diversity Matters * Diversity recruiter appointed * Presentations/calls to leading diversity suppliers/organizations * Diversity relationship-building website developed.g.

Differential Internal Processes Stakeholders and Growth .P E R S P E C T IV E S Customer & Employees Learning Financial .

loctnof all Bldgs& Review Bldgs DevRetention Interview Proocess &Train Identifymost Useful Recruitment Sources Hire Diversity Recruiter Early Intervention ProcessbyEPC/Staff HR for Appl Pool .P E R S P E C T IV E S Customer & Employees Learning Financial . costs Develop"Diversity Matters"Trg Develop "Div.Differential Internal Processes Stakeholders and Growth MAP. for Handicap Cross-cultural exchange &UM WorldInfluence Retain Gainsin Diversity AvoidFinancial Penalty (Access&Research Grants) Increase in Students & StudentRevenue Increase ADA fundingfrom Architects LowerMinority TurnOver/ Replace.Staff Resources" Website Create Campus Map of All Accomdtnsineach BLdg Obtainmap.S trateg ic Goal 5 Inclusive Environment Diversity Welcoming Env.

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