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Building an Effective Organization Worksheet: Instructions (Draft 03/08/07) Whether you are starting to build a functional group from

m the ground up, re-organizing a group, continuing to develop a group, or simply monitoring the state of a group, this worksheet should be a useful tool to help guide your efforts. The overarching measure of success is to try to maintain an organization with 80% of the items on the list in place and operating effectively against clear and documented goals. To start, evaluate each item and determine which items are already in place and operating effectively. For each item that is not in place or not operating effectively, prioritize each item in relation to other items using a 1-3 point scale. Each item assigned the priority of 1 should be something that is an immediate need. In other words, the pain of not having the item in place and/or operating effectively can be seen in the functioning of the group. Those items assigned a 3, are items for which you see less of a need based on the activities and priorities of the group in the near future. Place a priority on each high level section first, since that will help guide your overall plan. Then, within each section, assign each goal a priority relative to the other items in that section. Once you have a priority set for each item, think about your resources for reaching that goal, and place a date for completion next to each item. It is useful to have a wide window to work with, like Q1, Q2, etc, since this is a high-level planning document. Again, start with the high-level sections, and then drill down to each goal within the sections. Look over the dates you placed in each section to see if you have a realistic, if ambitious, schedule to work towards, and that you have not sold yourself or your group short. Now review your priorities against your target dates and adjust as needed. You may have all priority 1 items mapping to your earliest date, but you may not. It could vary because of the level of effort needed to create or revise the item, and/or because of the resources available.

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Building an Effective Organization Worksheet: Template Key Components I. Define Organization a. Vision for who the group is, the groups culture, and what the group will contribute to H5 b. Jobs (and project roles) are clearly and comprehensively defined with regard to responsibilities (goals and tasks) and skills; identify any gaps or ad hoc positions c. Skills are compared across jobs to identify commonalities and core skills (identify any jobs or roles that dont fit within the profile of the group) d. Names for each title, project role, and the group are chosen and vetted against naming criteria e. Charter summarizes vision and details jobs (and roles) mapped to key goals f. Organizational chart summarizing key responsibilities and skills g. Key communication protocols are established to define general information flow within the organization, including storage protocols for key information h. Schedule for revisiting organization definition on a periodic basis to make adjustments i. For matrix organization, jobs are defined to include nonproject/functional activities as part of the core job responsibilities Establish Recruiting and Hiring Processes a. Skills of each individual is compared against the requirements of the job to determine that each individual is in the right job b. Any common, but underutilized, skills are identified and used to seed organization definition activities; especially related to determining what the group will contribute to H5 c. Candidate pools are identified by comparing key skills to potential pools d. Clear outward-facing job descriptions are created for each candidate pool and re-evaluated periodically e. Recruiting strategy for each candidate pool is produced and reevaluated periodically f. Yearly recruiting plan g. Hiring processes are established and coordinated with HR; resume screening, phone interviews, interview process, job offer process, notification process, etc. h. Hiring team or manager is established along with guidelines and principles for evaluating candidates, and standard sets of interview questions for each job and/or candidate pool i. Managers are equipped with job offer protocols and negotiation principles j. Recruiting team and/or manager is established to compile and implement yearly recruiting plan in cooperation with HR and to drive the creation of recruiting materials k. Recruiting materials exist for each candidate pool l. Schedule of recruiting events and known venues is maintained and used as input to recruiting plan Priority Target Date

II.

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III.

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V.

m. Tracking system for monitoring success and identifying barriers exists, including tracking number of resumes, number of actionable resumes, time to hire for a position, type of competition for candidates, retention rates, barriers (salary, location, etc.), and excellence rating tracked over first 3 years. Develop Skills and Provide Tools to Support Staff a. All core parts of each position are defined by established and repeatable processes b. Clear and comprehensive documentation exists for each established process at both a high level (why and when) and tactical level (who and how) c. Best practices and variations are documented related to each established process; strategy documentation d. Each individual knows how to access documentation related to successfully fulfilling their tasks e. The group has a successful and complete on-boarding process for each new employee, including training sessions and materials f. The group offers ongoing training sessions and learning situations to each successful individual in order to advance their skills or help them to acquire new skills g. Each group has access to cross-functional training that is appropriate to help them be successful in their own tasks h. The group has effective tools and each group member knows how to use the tools to successfully complete their tasks i. Training team and/or manager keeps materials current and trains trainers, ensuring quality training experiences j. Documentation team and/or manager keeps documentation current and ensures individuals can access and use the documentation effectively Develop Staff a. Leveled system of jobs with salary ranges and career paths b. Mapping of project roles to jobs/titles (if matrix organization) c. Mapping of skills to levels d. Process for assessing, tracking, documenting, and managing performance issues e. Goal review system; each individual is reviewed based on past performance, skills, and career goals and placed in correct level of the organization, then assisted from there to develop further f. Feedback system with a variety of reward mechanisms g. System for peer review h. Mentoring system i. Proper ratio of functional managers to non-managers j. Effective team structure(s); daily work is completed within team structures that facilitate the successful completion of the work k. Professional development system, including soft skills training and training not directly related to daily tasks l. For matrix organization, mechanisms are in place to assist both functional managers and individuals track and manage their assignments and time allocation effectively Build H5 Leadership a. Leadership roles are clearly and comprehensively defined with regard to responsibilities (goals and tasks) and skills; identify any

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gaps or ad hoc positions b. Leadership team is established for the group c. Vision for who the leadership group is, the groups culture, and what the group will contribute to H5 and to their organization d. Charter summarizes vision and details jobs (and roles) mapped to key goals for leadership team e. Leadership training resources are available f. Individual development plans are established with key characteristics of current and future assignments identified g. Leaders and potential leaders are identified and assigned a mentor h. Leaders are reviewed against leadership skills periodically i. Each successful leader is grooming 1-3 new or potential leaders j. Each leader has a succession plan and is held accountable for milestones on the plan k. Key communication protocols are established to define general information flow within the leadership team, including storage protocols for key information and decision-making protocols

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