Date: 2012
Presenter: Robyn Hayes



Develop operational plan
Plan and manage resource acquisition
Monitor and review operational performance








Organisations need plans to operate smoothly and people
need plans to feel settled and comfortable
From holiday rosters through to training time tables, we need
to look ahead
Plan forecast our future success, we determined that by
asking:
Can you explain the benefits of planning and what happens next?
Can you explain the context in which operational plans are made
and the types there are?
Can you prepare and present operational plans and estimate and
secure the resources for your plans ?
Are you able to give your plans the best possible chance for success?
Do you know how to monitor your plans easily and effectively?
‘Fail to plan, plan to fail’



Planning provides the ground work for the
future and gives you a way to track your
progress and performance
Good plans help you identify and concentrate
on important issues
When your team members know the vision
they are able to assist you with the goal





Organisational values, mission statements and
strategy guides the organisation, as a whole team’s
purpose, goals and measures of success guide the
team.
Goals are your glimpse of the future
They identify where you want to be
Give your team a plan, purpose and a guide
Break the goals into shorter terms and a specific
objective, time framed and measurable so they
provide measures of progress








We have several areas within the company to
assist us with our operational plan:
Employees at the same level or more senior
managers
OHS department
People with specialist responsibilities
IT
Supervisors
Unions or employee representatives
House of Learning
Examples
 Goal: to encourage and reward employee contributions and
participation
 Objective: To nominate at least one person from my
department for biannual Customer service award and to win
this award at least once every two years.
 Mission: To build the most reliable and environmentally
sound housing in Australia
 Objective: To have a pass rate at final stage of, or better than
99.5% by June 2013
 Strategy: To be the largest home builder in Australia
 Objective: To have 25% market share as measured by our
total sales and to have 3% more show rooms than our nearest
competitor by Feb 2014











How does a vision becomes a goal?
Recruit the right people
Be the best in the industry
World class OH&S systems
Goals that flow onto all departments in enterprise for adapting into
departmental goals
The HR department setting goals to become the employer of choice
Design leadership development and mentoring
Develop and launch internal health and safety and welfare
campaigns
Develop, test and begin to publicise a strong employer brand
Analyses accidents and near misses in the work place
Reduce reportable incidents






The operational plans middle and frontline
managers develop are shorter term than the
strategic and business plans they support,
generally looking ahead one week to a year.
What is to be done? – Objectives and Targets
Why is it to be done?- Strategic Goal
When is it to be done? – today, tomorrow next
week?
How is it to be done? – steps to be taken
Who will do it? – list people by name





Consult with relevant personnel, colleagues
and specialist resource managers
Detail KPI’s (key performance indicators)
Develop contingency plans
Ensure the development and presentation of
proposals for resource requirements
Obtain approval of plan from relevant parties
and ensure understanding among work teams
involved






Ensure you have the personnel and the
human resources you require to get the job
done
Be attractive to potential new employees
Offer support in the workplace for teams
Have professional development for
individuals
Have organisational policies and practices
Have appropriate inductions for new
procedures

1.
2.
3.
4.
5.
6.
Six steps to planning;
Establish realistic goals, objectives and targets
List all activities that need to take place
Sequence the activities in the order they should
occur
Communicate your plan to those it involves and
affects
Implement your plan – put it into action
Check your progress – make sure it satisfies your
targets and goals







Be Positive
Be Precise
Be flexible
Aim at precise, concise and flexible plans that
others can easily understand
Flexibility allows you to revise and fine tune your
plans if something goes wrong and to adjust the
changes in the operating environment
The more specific you are the easier it is to deal
with unexpected events





Does your plan make it necessary or possible
to upgrade equipment or facilities?
How can you allocate available resources
most effectively and efficiently?
How does your plan affect the resources you
and your team have at hand?
What support for your plan have you from
management and key stakeholders?
When you need to draw in resources carefully
refine your policies and procedures
What could go wrong?
 Brainstorm the people, problems and events that could have a
negative impact

What would indicate it’s about to happen?
 For each potential problem and adverse event you are working on,
work out what would alert you that’s it’s about to happen?

What could prevent it happening?
Now think about how you could prevent each possible problem form
occurring.

What should be done if it does happen?
 If you can’t prevent a problem or an adverse event have a
contingency plan ready to implement.

Four steps to monitoring:

Establish areas where monitoring is needed.
Concentrate on what is important to your
plan’s success, deliver on time, improve
quality, increase sales, lower employee
turnover, output, reduce costs, reduce stock
levels or increase customer service

Establish specific measures to monitor
What counts the most? – what ever your
customer cares about the most.
Measure what supports your organisations
vision and mission.

Compare what is happening with what should
be happening.
Once you know what to measure, monitoring
becomes a simple matter of comparing what is
happening with what should be happening.

Take action as necessary
When you find that actual performance is not
meeting the desired performance, implement
your contingency plans as discussed or carry
out a gap analysis to determined the best
course of action

Gap
Current situation
Where are we
now?
The Gap
Desired situation
How will we get
there?
Where do we need
to be?

Do not bother measuring the results that:
Are difficult or expensive to measure
• Are measured elsewhere
• Are not allowed by an individual or a team
• Do not illustrate progress towards
achievement
• Would cause individuals to act differently
• Would be difficult to understand
• Would not identify problem areas
•



Budgets are financial planning and control
devices that forecasts income and expenses
over a specific period, most commonly a
quarter (3 months)
Advertising budgets, purchasing budgets,
salaries, sales and training budgets are
common types of budgets.
Budgets establish the goal and at the end of
the period show whether you have reached it.
Forms of monitoring finances:
 Balance sheets: describe the financial position of a company
on a specific date. Shows assets, reserves and liabilities.
 Cash flow sheets: Indicates the liquidity of an organisation by
showing how much working capital is available. It summarises
money it had received and the money paid out in it’s
operating, investing and financing activities.
 Income Statement: Commonly called profit and loss,
describes the financial performance of the company
comparing the income from all sources with the expenses
incurred to determined the net profit, or loss made in that
period.




Do not over monitor!
Plan systems to ensure mentoring and
coaching are provided to support individuals
Negotiate recommendations for variations
Develop and implement systems to ensure
procedures and records associated with
documenting performance are managed in
accordance with organisational requirements.