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.

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!.

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.

The purpose of metrics is to breakdown goals into meaningful action items that make

clear the direction of its goal.

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.

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

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

… to the stock room.

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.

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

Do managers know if employees have:

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.

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.

Scope: How the job fits in the company

as a whole.

Discretion: Able to exercise

independent judgment

Level of Interaction: Other employees

with whom the candidate must interact

Job Complexity: Analyze situations,

evaluate alternatives, and implement solutions within standards (where applicable).

Activities: Functions that the jobholder performs to

meet the job's responsibilities.

Tasks: Specific activities that jobholders perform

to accomplish larger duties and responsibilities.

Knowledge: Knowledge of current

trends in the specific field.

Abilities: The physical requirements and physical

demands of the job.

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.

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

Examples of output from one system is input into another:

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.

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.

“If you don’t measure, you can’t manage!”

Job profiles must be used as the objective basis of setting employees performance.

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.

Performance Notes

Skills from Job Profile

Assigned goal or metric

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.

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.

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

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.

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.

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.

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.

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.

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.

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.

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

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 +

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 +

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

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

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.

Thank you for reading

www.konekme.com