Engaging in Continuous Professional Development is an ongoing process. Spending time together, asking ourselves how we can improve, and opening our minds to new possibilities, once again hi-lights the importance of continuous improvement and goal alignment at all levels.
This is a fable of the Beekeepers and their bees: Bees Pty Ltd, and shows the importance of setting objectives, based on the outcome of activities, rather than on the activities themselves.
Doing a full learnership is always a good idea, as there are so many benefits attached to it, HOWEVER, there certainly are times when a shorter intervention is required, to obtain some quicker gains for the organisation.
Goal alignment is seen as the starting point for continuous improvement, where an organisation must have an overall vision, mission, and values, supported by a strategy and goals. This must be communicated to all, and be aligned with goals and targets at different organisational levels. Goal alignment is best implement
This is the last of a two-part series about Key 2 & 15 of the 20 Keys system for continuous improvement. The 20 Keys is an intuitive evaluation and rating system that measures operational performance and guides ongoing improvement activities. Recently, at ODI’s strategy meeting held at The African Pride Irene Count
Roland Röhrs – Chairman: I made these learnings over a long period of time. Published my first (and just about only) article in my third study year (1972) on “Bonuses” Implemented my first real working bonus system in 1988 at Glamosa Glass factory – it is still in use 30 years later Implemented a full system at Wispeco
The skills programmes offered by ODI have been carefully selected to ensure maximum benefits. This selection of skills programmes is based on many years of experience, gained in the environment of Operational Excellence, and has proven to energise the workplace, and set the foundation for quicker gains. Goal alignment
Goal alignment focuses on having an effective organisation structure, with goal alignment at all levels. Within the structure, the various work groups are organised as “mini-businesses”, or MBs.