All your goals, plans and staffing are only as good as your performance reviews. Many organisations fail by avoiding to address sensitive areas in reviews. Many boards do not get into trouble-shooting, hoping for good.
We design and facilitate comprehensive review systems — weekly, monthly, and quarterly — covering operations and development, covering objective and subjective items. An appropriate performance culture can be built across these reviews.
This service is embedded across all four stages of the DEFOG Architecture — from defining review criteria in WIWA to enabling leaders to conduct effective reviews in LEAP.
Translating the financial goals to work targets is a good starting point. Target setting in function-specific process parameters, and work planning based on process framework, so that design gets simple for efficient monitoring and support.
If this is to practically happen, the work targets should be comprehensive and complete. If you leave 10% gaps in work targets and insist on "somehow", the results go as bad as 50%. The intervention simplifies target setting and gains commitment to the targets set, so that people focus on action.
KRA & KPI frameworks are primarily built during the GRIP stage, where enterprise goals are translated into departmental targets and individual measurables.
Mapping the organisational processes to empower micro management and finally automating it is the key. Role setting between functions leading to performance measurements and defining supervision and escalations.
The intervention defines functional roles and value-add of hierarchy to result in noiseless performance in adverse conditions. We map end-to-end processes, define handoffs, escalation paths, and supervision structures so that the system runs consistently regardless of individual presence.
Process Architecture is the core of the ATMA stage — building micro-content with granular detail so that every initiative has enough resolution to sustain scale.
Competency mapping, training and development, and compensation management. The intervention makes the most sensitive areas in Human Capital Management quite tangible so as to have least intra-personal strain and consistent development.
We build competency and collaboration in simple steps through a calendar. Collaboration between individual staff members and between departments matters most for enterprise to create wealth. We use scientific tools in training and development and build collaboration above competence.
Staffing models are refined through GRIP (role definition) and fully enabled in the LEAP stage, where leadership enabling and activity programming prepare people for higher complexity.
We are not directly into staffing or recruitment. Our team of experts gets into critical areas like costing, re-engineering, system integration, and trouble-shooting.
What we do build is the system that tells you exactly what staffing you need, what competencies to develop, and how to structure compensation — so that your HR decisions are data-driven, not gut-driven.