Communication and training plan
Appendix 1: XYZ Company Vision, Mission and Values XYZ Vision To be recognised by customers as a leading manufacturer and retailer of exclusive products and telecentre provider. XYZ Mission To develop the XYZ brand and provide customers with high quality and innovative products and services. This is supported by:
• providing high quality and innovative products and services to customers
• meeting the changing needs of customers • offering innovative product solutions • delivering speedy and personalised service • employing professional and enthusiastic staff • providing clean and ‘green’ products and services • adopting sustainable work practices • undertaking continuous improvement processes.
XYZ Values Customer service: our customers are the most important part of our business Staff: our people are the key to our success Teamwork: people working together achieve more Market identity: our brand will reflect exclusivity Business growth: our future depends on what we do today
Appendix 2: Operation Plan Overview XYZ Company specialises in a range of exclusive services including running telecentres that range from order taking services to market surveys. The business provides its customers with high quality and innovative products and services. Wherever possible we provide our customers with a ‘green’ solution and service. We employ sustainable business practices. Mission XYZ Company is committed to:
• providing high quality and innovative products and services to customers
• meeting the changing needs of customers • offering innovative product solutions • delivering speedy and personalised service • employing professional and enthusiastic staff • providing clean and ‘green’ products and services • adopting sustainable work practices • undertaking continuous improvement processes.
Business plan objectives In 2018–2023 XYZ will consolidate its position in the market as a lead telecentre for green and sustainable solutions for high quality exclusive products/services. To do this, XYZ will focus on the following business goals:
• Financial stability: o Increase revenue by 15% (compared to the previous 12 months) by the end of the financial year o Maintain annual profit levels of 15% of revenue for all products and services, calculated at the end of each financial year o Reinvest 75% of profit back into the business at the end of each financial year
• Market position: o Maintain the number one rating in the annual national industry customer service awards O Launch new high quality exclusive consumer services to meet customer demand, ahead of competitors, within budget and by the agreed deadlines
• Right people: O Provide induction training at the commencement of employment to train new employees to be knowledgeable, helpful and enthusiastic o Provide the financial, physical, human and time resources to support an annual professional development program for all XYZ employees
Consultation Strategy Stakeholder Role in the issue Objective Consultation method
Senior management team
Made the decision to increase sales by 15% annually
Keep informed
Feedback session Email communications Newsletters Web- conferencing
Outlet Manager
Develop an operational plan and implement the plan to increase sales in their outlet
Implement plan Consult
Staff meetings Outlet manager meetings via web- conferencing interviews
Sales staff Implementers of the plan to achieve the intended results
Consult Keep motivated and engaged
Meetings Feedback sessions
Major customers
Regular customers who make major purchases of XYZ products/services
Consult
Phone calls Personal visits Email communication Newsletters
Customers People who make small purchases of XYZ
Obtain feedback
Email communication Newsletters
products/services
Market analysts
Consultants who provide market insights about XYZ products/services
Consult Focus group meetings
Recruitment agencies Involved in recruiting staff Consult Meetings
Operational Action Plan (July – September)
Activity (What is to be done?)
Objective (Why will we do it?)
Resour ces (Where will it be done?)
Proced ures (How will it be done?)
Respon sible person (Who will do it?)
When? Budget KPI
Revisit sales budgets and develop outlet- by- outlet sales strategies that add onto the national sales strategy
To increase the sales of the services compone nt of the business by 15% by 30 June
It will be done across all outlets.
Update each outlet’s sales budgets to reflect the increase d targets. Each outlet is to develop a sales strategy to support the new targets.
Outlet manager s
30 June
$3,000, 000 total and needs to be support ed by a busine ss case from each store
Retail sales of business increased by 15% by the end of the financial year
Acquire additional resources – web- conferenci ng equipment
To facilitate communic ation between all outlets and reduce travel time and costs
Install a multi- channel dedicate d web- conferen cing facility at each outlet
Conduct XYZ IT service and support to arrange for supply and
Outlet manager s
31 August
$5,000 per outlet
All web- conferencin g equipment installed by 31 August
installati on Allocate costs back to each outlet
Acquire additional resources – delivery van
To provide a delivery service and provide brand recognitio n
Purchas e a new van for each outlet and detail it with the marketin g logo.
Contact supplier s, obtain quotes and purchas e the required delivery van Contact signwrit ers to have marketi ng decals attache d to the vans
Head office marketin g manager
31 July $50,00 0 per outlet
Delivery van purchased and decals attached by 31 July
Reorganis e fixtures and fittings – retail outlet
To create additional space for installatio n of demonstr ation products
It will be done across all retail outlets.
Have plans drawn up for each retail outlet Hire local shop fitters and installer s for each sales region
Head office sales manager Retail outlet manager s
30 Septe mber
$10,00 0 per outlet
All stores to be operational with current XYZ range of products/se rvices by 30 September
Train sales staff to provide after sales product/ser
To multi- skill product/s ervice staff and
It will be done across all outlets
Deliver training program s
Outlet manager s
31 August
In house Additio nal resourc
All existing product/ser vice staff training in multi-
vices support
to improve the level of after sales product/s ervice support
e availabl e but a busine ss case is require d
skilling completed by 31 August
Maintain full staffing capacity through
To maintain and increase sales capacity by
13 new full- time sales staff will replace staff
XYZ recruitm ent procedu res
Outlet manager s
Maintai n full staffing capacit y
To maintai n and increas e sales capacit y by
13 new full- time sales staff will replace staff
rapid recruitment to fill vacancies
recruiting new staff as soon as existing positions are vacated
vacanci es in three outlet stores
through rapid recruit ment to fill vacanci es.
recruiti ng new staff as soon as existing positio ns are vacate d
Risk The timely recruitment and training of new staff is a key success factor in meeting the strategic objectives of the business plan. In order to meet the objectives it is necessary to have recruited the new staff and upskilled our current staff in after sales product support by 31 August. In the event that we do not meet these objectives, we have budgeted an additional 5% of training costs to employ a training consultant to provide additional training resources. It is critical that our outlet managers monitor the progress of their operational plans against the target KPIs established. To that end, it is essential to review the operational plan monthly. Approvals Name Position Date approved Signature Mike Smith Chief Executive Officer 15 June
Mary Johns Managing Director Business operations
Appendix 3 : XYZ Company Organisation Chart
Appendix 4 – Continuous improvement procedures Continuous improvement forms part of the XYZ company overall business philosophy. It is part of everyone’s role to continuously look for ways to improve processes and systems to ensure they are effective and efficient. Process improvement activities or projects should be performed using the DMAIC quality system: 1. Define 2. Measure 3. Analyse 4. Improve 5. Control DEFINE an improvement project
• Identify the improvement opportunity. • Develop the business processes. • Define critical requirements. • Prepare a project team.
Someone at managerial level supports the project and removes barriers to success. This is usually the manager of the section or department in which the project takes place. The plan also includes a statement of how and to whom progress will be reported. Tools
• Gap analysis • Customer feedback • Process mapping • Action plan
MEASURE process performance
• Identify measures to evaluate the success of project. • Develop a data collection method to measure process performance. • Understand Six Sigma to calculate performance measurements. • Establish baseline Six Sigma to show the standard deviation for a
process. Tools
• Charts • Graphs • Data analysis
ANALYSE opportunity
• Analyse the opportunity to identify a problem. • Define an understandable problem statement. • Identify and validate the root causes.
Tools
• Process mapping • Hypothesis testing • Fishbone diagram • Root cause analysis • Statistic
IMPROVE process
• Identify, evaluate and select the right improvement solutions. • Develop a change management strategy to assist the organisation
through solution implementation. Tools
• Cost–benefit analysis • Project planning • Change management
CONTROL process
• Understand the importance of planning and executing against the plan.
• Determine the strategy to ensure achievement of the targeted results. • Understand how to disseminate lessons learnt.
• Identify opportunities for standardisation. Tools
• Project planning • Plan–Do–Check–Act cycle
Appendix 5 – Environmental sustainability policy XYZ Company participates in various activities across sectors and industries. Our commitment to corporate responsibility and sustainability means managing environmental, social and economic risks and responsibilities, and delivering sustainable outcomes for the benefit of stakeholders and the broader community. XYZ recognises that acting in a responsible and sustainable manner creates new opportunities and improves social and environmental returns. We are committed to:
• maintaining high standards of ethical and legal business behaviours at all times
• developing improvement targets against key sustainability priorities, which relate to: o conduct o people o stakeholders o supply chain o environmental impact and climate change
• engaging with our suppliers to improve the sustainability performance of the supply chain
• offering innovative and sustainable products • preserving heritage and enhancing culture • developing, recognising and rewarding staff for effective performance
in terms of sustainability • improving resource efficiency • minimising the environmental impacts of activities • positioning XYZ to operate in a changing climate and carbon-
constrained economy • pursuing continuous improvement in corporate responsibility and
sustainability management and performance. Accountability
All areas are accountable for developing and driving implementation of sustainability targets. The XYZ Board is responsible for reviewing performance. This is usually achieved via a sustainability audit, which is conducted by an independent body.
Key sustainability initiatives Environmental initiatives incorporated at the XYZ head office include:
• local materials to be used where possible
• recyclable and renewable materials to be used where possible • a waste reduction program to be implemented • the installation of a 150-megalitre rain water tank; this will be used to
flush the toilets • the installation of a smart lighting system and energy efficient lights;
these will be electronically monitored and control light levels and energy
• all workstations to be converted to low-power LCD and LED monitor systems and wired keyboards/mice to reduce battery waste
• the removal of individual desk bins to reduce the plastic waste created by bin liners
• rebates for employees using public transport and car pools Appendix 6 – Professional Development Policy Policy statement XYZ Company recognises the need for employees to be provided with opportunities to acquire additional knowledge and skills as part of their career development. The formal opportunity for identifying professional performance and development needs of each employee is the annual performance and development review process. This policy incorporates avenues of training and development that are undertaken for the following purposes:
• To develop skills to meet significant changes to an employee’s current work or an expanding role within XYZ
• Professional development requirements • Career development and progression within XYZ
This policy also provides a system for reimbursement of fees to eligible employees who are undertaking an approved course of study. Policy application This Policy applies to all employees of XYZ Company. Short courses/trainings Short courses are defined as those not exceeding 80 hours in duration. Wherever possible, these courses shall be scheduled during normal working hours. In the event of courses being scheduled outside normal working hours, time off in lieu may be granted if the time exceeds two 2 hours in any one week. Online courses XYZ encourages to identify professional development opportunities through online searches and professional networks. Where applicable and ROI
intensive, staff members will be provided with paid online courses subject to the supervisor/manager’s approval. Criteria for approval and reimbursement of study/training fees The employee must have completed at least twelve months’ continuous service with XYZ Company and be employed on a full-time or part-time basis. Professional memberships The company may reimburse the cost of one professional membership per annum, where it can be demonstrated that such a membership is directly linked to the employee’s current position. Memberships will not be provided for an individual where XYZ already has a corporate membership. Responsibilities Employees are responsible for:
• conducting a discussion with their immediate manager or the Executive Director prior to undertaking any courses that may impact the workplace
• discussing any proposed courses/study with their immediate manager during the performance and development review process
• at the conclusion of the course, completing relevant claim forms and submitting appropriate documentation to support expense claims
• ensuring that attendance at such course does not impact their daily performance
• seeking approval from their immediate manager and the Executive Director prior to taking courses if applicable
Managers are responsible for:
• discussing the proposed course with the employee • raising any proposed course/training with the employee during the
performance and development review process
• making arrangements to cover the employee’s absence, ensuring that work is not impacted
• providing appropriate support to the employee so that they can be successful in pursuing their studies
• verifying expense claims and forwarding these to the accountant • making a recommendation to the Executive Director regarding
professional membership subscriptions.
Procedure for undertake education and training
• Prior to undertaking a course/training for which an employee is seeking paid/unpaid leave or reimbursement of costs, an employee should discuss with their manager such intentions and complete the Application.
• The employee’s immediate manager will review the application. If the application falls within the scope of this policy, the manager will make a
recommendation to the Executive Director for approval of leave and /or cover any absence and any costs associated with the course.
• The employee’s immediate manager will ensure the employee has completed the correct forms and supplied the appropriate information.
• The Executive Director will make the final decision in relation to the approval of leave, paid or unpaid, and any recommended reimbursement of educational expenses.