Connect actions and initiatives with strategy

'Making efforts to achieve pre-decided aims' is undoubtedly important but giving those actions a prefix 'concerted' pays heavily in long run. This is possible only when the user tries to avoid the 'fragmented approach' and in the way establishes suitable linkages among and between various parts of the organization. Taking it in other manner, one draws that the initiatives and actions undertaken in an organization should be linked to its strategy to make those truly useful for growth of both the company and individuals working in it.

Training KPI - how to design training KPI step by step:

• Step 1: Key Performance indictors to estimate training process
• Step 2: Choosing correct set of indicators
• Step 3: Handling technical aspects of BSC
• Step 4: Exporting Balanced Scorecard into Excel
• Step 5: Connect actions and initiatives with strategy
• Buy full version: Training KPI + Step-by-step Guide

Such an act can be accurately achieved by bringing balanced scorecard in the picture. One can put down the areas that are believed to be 'in need of improvement' in the form of indicators, called 'KPIs' (Key Performance Indicators) and calculate their values to be used in future.

This is a 'must act' as only then the resources can be put to prudent usage and objectives be achieved. In the absence of any such attempts, the situation will be like 'everybody singing his/her own song' with all pieces appearing scattered and fragmented. Such conditions do not lead anywhere rather mislead the people tremendously. They would keep working in the hope that they will be rewarded at the end without having the inkling that this just an illusion or mirage.

Relating the strategy to actions and initiatives of the company can be materialized by making use of BSC (Balanced Scorecard) in the process. This is a tool that serves as a collection of parameters that are thought important for reflecting the progress of organization. This was introduced by Norton and Kaplan in 1990s as a route to take care of both the financial and non-financial aspects of a company.

For instance, when the subject is of 'Training Scorecard', the strategy of 'promoting growth and education' among the employees can be brought into place by framing measures like 'rise in arranging for more training sessions'; 'the extent to which issues saw a dip as compared to prior situations' etc. By allotting these indicators permissible ranges and following those, one can make sure that situations are well within control. Assigning practical values will ask for being well aware of what it takes to be successful in the concerned area. This is to say that only when the managers possess sufficient knowledge about the 'present' and 'desired' conditions that accurate indicators be laid down.

Among the several benefits that emanate from this effort, one is the ability of team members to be on the 'same page'. This is because when everybody who is working on a given project knows about the domains that matter and those that are not much valued, workers will be surer of their actions and enhance their chances of being successful.

• Buy the full version of Training KPI + Step-by-step Guide

On the whole, a 'drill down' approach should be adopted for taming the issue successfully; starting from 'strategy to putting the indicators together' in the form of scorecard.