Manager's Annual Plan, Part Two - Reaching Your
Goals
We start the year with a multi-part, chronological series of weekly features
on how to analyze and improve your organization. (The full list of topics can be
found here.)
The Big Picture
Last week we reviewed company mission statements. They
are a high level strategic view of the company's goals. We also discussed the
need to apply that mission statement to your group within the company in order
to generate appropriate goals for your group. This article looks at how to do
that.
What Is Our Part?
| Let's say your company's mission statement
includes a corporate goal of expanding from North America into Asian
markets. You are responsible for customer service (or help desk, call
center, etc.). What does your group have to do to implement that overall
goal?
Are you going to set up a call center in Asia? Will you train customer
service reps in the North American office to handle the Asian service
calls? Would it be better to contract with an Asian company to handle your
customer calls for you? You are the expert. Your company depends on you to
analyze all the options and make (or recommend) the correct decisions.
First, throw out all your preconceived ideas. Forget about company
culture, previous failed attempts at expansion, what your last company did
in Asia, etc. Instead, look at what is best for your company. Look at all
the options. Then, when all the options are on the table, you can consider
issues such as culture, finances, competition, etc. What best helps the
company achieve its mission? |
Emerging Market Strategies Company is a
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Far Eastern Economic Review is a weekly
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Exporter Incubator of America is part of an
international trade organization that offers training programs that are
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|
Here's What We're Going To Do
| You decide the best solution is to handle the
Asian calls through the North American center until traffic reaches the
point that another center in Asia is cost effective. You set as your goal
"to have a native speaker answer all Asian calls within 30 seconds". You
discuss this with your boss and reach agreement. Now you have to make it
happen |
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|
How The Heck Do We Do This?
| You know what you have to do. You know when it
has to be done. Now you just have to figure out how best to make it
happen.
As a starting point, I always recommend talking to the people involved.
Since you already shared the company mission statement with them, they
probably have already been thinking about it. Brainstorming solutions with
them helps get their support for the final plan.
Next, discuss your options with the other organizations from which you
will need support. Can HR find bilingual customer service reps with
appropriate skills? Who will train the new hires in your company's
product? Will your telephone switch handle the increased volume, or will
you need the phone company to upgrade? Does your call management software
support multiple languages, or do you need IT to find a new one?
When you have all the suggestions and options, and their associated
costs, you can compare your plan to the budget and schedule. If it fits
both, go ahead and implement. If it's too expensive, or will take too long
to implement, you need to look at other options instead.
| Brainstorming Technique And Creativity - A
step-by-step description of the brainstorming technique including the
rules and reasons, for maximum effectiveness.
|
Consider The Trade-Offs
Maybe the "30 seconds
to answer Asian calls" goal simply cannot be met within your budget. Acknowledge
that and then move on to what can be accomplished. Can you hire a media company
to produce an audio tape in several Asian languages that thanks them for calling
and directs them through a calling tree? What about only taking overseas calls
during off peak hour, for instance, taking the Asian calls late night US time
allows you to add another shift rather than increasing floorspace. Can you meet
a 90 second goal instead?
When the reachable goal has been set, share it with everyone involved. Then
provide feedback as they reach toward the goal. Something as simple as a chart,
posted in your break room, showing the percentage of calls handled in the time
frame agreed upon can be a great motivator. (Remember, you get the performance you critique for, so post only
the metrics that you want your people to focus on.)
Next Week
Do you have the right people to get this job done? What
about the other resources you'll need?
John Reh --
如果您希望与本文章的作者或其所在机构，进一步交流，请联系：畅享网 姜小姐
jill.jiang@amteam.org | 021-51096826-112 |
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