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Implementation Plan for UPS

Dhrudip Patel
Canadore College of Applies Arts and Technology, North Bay
MGT 101-01 Advance Business Processes
Alexandra Rogerson-McDermid
July 31, 2021
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Implementation plan for UPS

Set your goals

Once the mission has been identified, set the objectives that you want to achieve
and set the goals that will help drive you there. For example, when it comes to team
building, many organizations want to realize their employees’ full potential, which is done
through generating more meaningful conversations and collaborations between managers
and employees, and supporting better skills training and career development, with the goal
fulfilment of improving employee performance over the long term.

Share your new performance & new management strategy

Validate the changes being made by communicating the reasoning, the objectives,
and the action plan with your whole team. A communication strategy to get everyone in
your workplace on board with the plan is necessary. Buy-in can be crucial to the success of
the program; if interest wanes, it’s dif cult for the program to succeed. Provide training for
managers and employees and set a target date for the implementation of changes.

Consult with key players

The successful implementation of a new performance management process involves

a collaborative process between leaders, managers, and employees. Consult with key
players—including your senior management and other decision makers across different
departmental units—and collect their insights on what they envision performance
management to look like at your organization.

Create an action plan

Consolidate those perspectives and create an action plan for your company-wide
performance management strategy. Define team goals and then break them down even
further by identifying individual goals at the employee level to align with and support the
fulfilment of your company’s strategic plan.

Establish company-wide OKRs

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Link individuals’ contributions to the organization’s priorities and goals through

establishing company-wide OKRs, or Objectives and Key Results. One suggested OKR
framework to use: SMART goals. Determining and setting clearly defined SMART goals that
are actionable (through steps) and measurable (through tracking) involves this framework:

Specific. Setting expectations of what, when, and how much.

Measurable. Milestones to track progress and to motivate employees to achieve.

Achievable. Success is attainable, but with stretch goals added as well to push
further.

Relevant. Consider the impact of every goal to the overall corporate strategy.

Timely. Keep your goals grounded within a timeframe to create a sense of urgency.

Keep track of progress

Monitor your team’s progress on their goals and encourage employees to track their
own progress. This information is needed for managers to review productivity, as awareness
will allow management to step in with assistance, coaching, timeline adjustments, or other
resources if needed or to acknowledge and reward successes. This information is also
helpful during the appraisal process to inform management of the steps involved in reaching
a goal or to highlight past and ongoing successes.

Evaluate the effectiveness of processes

Continuously evaluate the effectiveness of your new performance management

process. Determine whether or not the plan is boosting performance, producing the
expected results, and contributing to the overall success of the company. Based on what
works and what doesn’t work, refine, adjust, and improve, and communicate any progress
and timeline changes in regards to performance management with your team so they are
aware.

COMMUNICATING CHANGE:
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1. Use care when communicating organizational change

It’s not just public events that create unease: HR changes often strike a personal
chord with employees. Suddenly the company is monkeying with their healthcare, and
maybe that affects their sick child. Or a company might be implementing an outcomes-
based wellness program, forcing employees to make lifestyle changes rather than inspiring
them to focus on what matters most to them. Take these concerns into consideration when
deciding how to communicate change in the workplace — and outright acknowledge them
too. Sometimes people just need to feel heard — in times when trust is damaged, empathy
and understanding are the first steps to rebuilding.

2. Be clear and honest when communicating change to employees

Any sort of spin, sugar-coating or jargon will look like an effort to hide something.
You’ll gain employees’ trust if you use simple, straightforward language, and are completely
upfront about what’s changing and why. Don’t talk down to employees — this only makes
them feel resentful and unvalued. Some companies make the mistake of believing their
employees “can’t handle the truth,” but people respond well to respectful and honest
communication. Employees at merged companies understand why changes are being made
less than those at non-merged companies. In the shuffle, it’s too easy to forget that
employees need the basics: what and why.

3. Tell employees what’s in it for them

It’s the age-old marketing credo: What’s in it for me? We’re all looking out for #1, so
hyping “good corporate citizenship” as a reason for change is a waste of time. Explain the
benefits of the change and what employees can expect. Yes, things will be different.
Acknowledge that. Yes, everyone may not like what’s changing. Acknowledge that too. But
there’s generally an upside, so outline that as well.

If there’s no upside, then say so. Admit that what’s happening … well, sucks, and talk
about what you’ll do to make the change as smooth as possible. Then thank employees for
their patience, cooperation and for sticking with you through the shift.

4. Tell employees what they need to do

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The term “call to action” gets tossed around so much for good reason. It’s critical to
outlining what needs to be done and when. This is what people are looking for at the end of
a communication, so use bulleted lists, bold font, links to websites, etc. to highlight the
necessary action. Even if there isn’t an essential next step for your employees, create one.
Make sure everyone feels involved and they’ll join you through the change or transition.

5. Set expectations with change management communication

Employees feel reassured and are quicker to get on board when you paint a clear
picture of exactly what’s going to happen and when. If you have to use a step-by-step list,
do it. If your employees respond well to graphics, use them. Just make sure to set
expectations by explaining the process so people can clearly see the road ahead.

6. Cascade leadership messages on change

Change communications are generally best delivered from the top. Develop a
cascading messaging strategy that starts with your CEO or a senior VP, and then encourage
directors and managers to discuss the change in more detail with their teams. Make sure to
use a variety of media: email, all-hands meetings, company communications apps, home
mailings (especially if family members are affected) and an FAQ for nitty-gritty details. And
also remember to engage in direct conversations — create opportunities for employees to
privately deliver messages or ask questions. Make it a topic in manager one-on-ones. Just
make sure people feel like they can ask tough, personal questions.

7. Target your change management communication

Give careful thought to whether specific audiences are more affected by the change.
For example, with healthcare changes, you may want to develop communications specific to
families or those with chronic conditions. When change is isolated within a department or
facility, communicate it widely, but show employees closer to the change that you’re
invested in their employee experience. This kind of targeting ensures you’re not
overwhelming the entire organization with support only a select group truly needs.

WHAT TRAINING NEEDS:

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Create training action plan:

The next step is to create a comprehensive action plan that includes learning
theories, instructional design, content, materials and other training elements. Resources
and training delivery methods should also be detailed. While developing the program, the
level of training and participants’ learning styles need to also be considered. Many
companies pilot their initiatives and gather feedback to make adjustments well before
launching the program company-wide.

Assess training needs:

The first step in developing a training program is to identify and assess needs.
Employee training needs may already be established in the organization’s strategic, human
resources or individual development plans. If you’re building the training program from
scratch (without predetermined objectives), you’ll need to assess which areas to focus on.

Implement training initiatives:

The implementation phase is where the training program comes to life.

Organizations need to decide whether training will be delivered in-house or externally
coordinated. Program implementation should consider employee engagement and learning
KPI goals, as well as thoroughly planning the scheduling of training activities and any related
resources (facilities, equipment, create questionnaire process etc.). The training program is
then officially launched, promoted and conducted. During training, participant progress
should be monitored to ensure that the program is effective.

Set organizational training objectives:

The training needs assessments (organizational, task & individual) will identify any
gaps in your current training initiatives and employee skill sets. These gaps should be
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analysed, prioritized, and turned into the organization’s training objectives. The ultimate
goal is to bridge the gap between current and desired performance through the
development of a training program. At the employee level, the training should match the
areas of improvement, which can be comprehensively identified through 360 feedback and
evaluations.
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References

Jurevicius, O. (2013, December 20). Conquer the challenge of expansion with McKinsey 7s.

Strategic Management Insight.

https://strategicmanagementinsight.com/tools/mckinsey-7s-model-framework.html

Global shipping & logistics services. (n.d.). Global Shipping & Logistics Services | UPS –

United States.

https://www.ups.com/us/en/Home.page