I remember his frustration. He showed me the equipment he bought that promised to make his work easier. He showed me the software he bought that promised to make his salespeople more efficient. He was angry too. I had been referred to him because he needed help. He was angry, frustrated, and taking it out on me because everything he had purchased to help his business didn’t. His words still resonate with me, “I bought this $%*+, and nothing happened.” I knew part of the answer as to why. He bought something that he thought would make his business successful; he forgets that Success Comes From Actions and Not Things.
In the Fourth Article in the Workforce Planning Series; Developing an Action Plan for your Workforce Planning involves considering its purpose. Workforce Planning is significantly more than just filling open vacancies and keeping warm bodies in positions. It involves this simple formula:
High Performing Workforce = Employees’ Knowledge + Skills + Experience + Initiative
You didn’t think you had to do math, did you? In reality, it is less math than it is understanding the relationship between different elements of Workforce Planning. The goal when Developing an Action Plan for your Workforce Planning is to achieve high performance from the workforce. Not “meets expectations” but HIGH PERFORMANCE.
How can your action plan develop HIGH PERFORMANCE from your Workforce?
Business is about outcomes. Outcomes produce products or services, which in turn produces revenue. Even revenue is an outcome. Some struggle with creating outcomes. To address this management develops incentives to drive better outcome production. The belief by management is that the incentive will satisfy the worker who in turn, will accomplish the desired outcome. In other words, management is taking advantage of their perception of the relationship between satisfaction and outcome; they believe that satisfaction drives outcomes.
Does this work?
We have all heard the mantra, “If your business isn’t growing it’s dying.” In today’s highly competitive business environment that is true. Business growth is much more than sales, revenue, and profit. While those are important so is the ability to sustain them. In point of fact if you can’t sustain it, then it doesn’t help your business. So while aggressive growth, and I define aggressive growth as an average of anything more than 20% a year, looks exciting and appeals to your emotions, if you cannot sustain growth then you are harming your business.
How do you sustain your business growth?
Recently I’ve had several Consultants, Business Coaches and Business Advisers reach out to me here on Linkedin. Each stated that we could perhaps mutually benefit from one another. I accepted their request and then sent a message asking to meet by phone and learn more about each others business. In a couple of instances, I didn’t get a chance to immediately respond but planned on doing so at my first opportunity. Almost all of these folks sent me the same message. That message contained the words, “I am going to Improve Your Sales by 30%.”