The top-level organizational goals are usually specific and can be quantified results. The more common ones are usually sales revenue, operating profit, operating costs, employee or customer satisfaction, and growth rate of business size.
The intermediate process goals, usually in order to achieve organizational goals and can play a key role in the process should be targeted to make what work to undertake organizational goals.
The bottom of the task objectives, usually in order to achieve the process objectives and the need for specific tasks to achieve how the results.
Case
A large restaurant business, the recent decline in business performance, analyzed and found that the number of customers to the store consumption decreased significantly. After further analysis, it was found that the reason for the decrease in customers was a significant drop in customer satisfaction.
The average customer satisfaction rate of the first three years of the enterprise can reach 95%. However, after the results of the recent research data came out, the store manager was surprised that customer satisfaction was only 85%, a decrease of 10%.
In response to this situation, the store manager set a corporate-level goal to increase customer satisfaction from 85% to 95%.
But setting goals like this is not enough to ensure that they are met. The next step is to take on the corporate goals at the process level.
To this end, HR performance managers and store managers conducted an in-depth study of the main reasons for low customer satisfaction. The results found that there are two main reasons for low customer satisfaction.
1. The serving time is longer, and the customer waiting time is longer.
2. The taste of the same dishes is inconsistent, sometimes salty, sometimes light.
For the problem of long serving time, the performance management personnel and the store manager combed through the process and found that during the peak period of dining, the average time for the customers in the store from the selection of the meal to the meal is 30 minutes, while the store can basically ensure that the meal is served within 20 minutes.
So the store manager set a process goal for this item: during peak meal times, to increase the serving time from the current average of 30 minutes to an average of 20 minutes.
How to achieve this process goal? This will require the support of specific work objectives, followed by the process objectives related to the decomposition of the specific process.
Customers from ordering to the process of serving food: the first step is the reception of the front desk waiter; the second step is the chef to make dishes; the third step is the waiter to serve food. Performance managers and store managers through the analysis of these three steps of the process of the current problems, found that the first step and the third step is basically no problem, there is not much room for improvement. Currently the most time-consuming, most needed and most likely to reduce the time of the link is the chef to produce dishes.
Research by performance managers and store managers revealed that the current average chef time to make a dish is 4 minutes. In order to achieve the goals of the process, this time must be reduced. So the store manager wanted to target this task: the average time for a chef to make a dish was reduced from 4 minutes to 2 minutes.
How exactly is this going to be achieved?
Performance managers and store managers found that the current proportion of chefs preparing semi-finished products in advance for all dishes before the start of the meal is 70%. After communicating with the head chef, it was found that with the current variety of dishes in the restaurant and the frequency of dishes ordered each day, the percentage of dishes prepared in advance for semi-finished products could be increased to 75%.
The store manager is not satisfied with this enhancement ratio, so the chef and the head of the in-depth analysis and excavation, and found that the current slow food speed is another reason to attract customers, the restaurant's new batch of new dishes. These new dishes, although the taste is better, but the production time is longer than the traditional dishes: First, the existing chef is not skilled in the production process; Second, the production process is more complex than the previous dishes are more time-consuming.
To solve this problem, performance management personnel and store managers and then dig deeper, found that these dishes are a series of new products brought back after the head chef went out to study, and came back only to teach the skills, and did not carry out improvements suitable for the restaurant's high-volume, high-speed production conditions.
After discussion, it was found that the production process of 15 dishes can be improved. After improving the dishes, the store manager decided to increase the percentage of semi-finished products prepared in advance, to 85%.
For the problem of inconsistent taste of the dishes, the manager found that the problem is also mainly in these new dishes. So the store manager with the head chef consultation, decided to put the dishes of the production process 100% standardization, standardization of the weight of the raw materials of the dishes, the weight of the seasonings, must be an accurate number of quantities, and the amount of accurate and convenient to the chef's operation.
After this series of work, performance management personnel and store managers from the organization, the process and the performance objectives of the task of three levels of refinement and decomposition, so that the performance objectives are more clear and unambiguous, the logical relationship as shown in the figure
In accordance with the logic of the task objectives set out to fully meet the objectives of the process. Process goals can also fully meet the organizational goals. For these three levels of objectives, performance management personnel can correspond to the corresponding positions, find a specific person responsible for the position, the person responsible for a period of time to become the performance indicators.