STRATEGIC INITIATIVE MEASUREMENT
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STRATEGIC INITIATIVE MEASUREMENT
The first strategic initiative is to promote knowledge of the management and leadership through training. The first measurement is employee satisfaction. Employee satisfaction lies with the quality of management and leadership offered by the seniors. Employee satisfaction means the level of freedom and security the employees feel under the management. This measurement will be measured by calculating the total number of complaints raised by the employees regarding leadership (Ooi et al., 13). Second measurement is the productivity of employees. The employee productivity level is dependent on the direct managers. If the managers are not well equipped, then they will not influence the juniors appropriately and is likely to reflect in productivity. This measurement will be measured by checking if employees under each manager are meeting the set objectives or are regularly underperforming. It will also be measured by looking at the level of collaboration and cooperation of employees under each leader. The top managers are in charge of this measurement (Mitchell 2018, 210).
The second strategic initiative is to streamline, simplify and automate processes and procedures. The first measurement is percentage operating costs. How processes and procedures are done can cause an increased operating costs. With the initiative of a streamlined, simplified and automated processes and procedures, there should be a reduction in operation costs incurred. This measurement will be measured by checking how the graph of operating costs is moving, if it is going down, then the initiative is being achieved and if vice versa, the initiative is not being achieved (Kohler et al., 2019, 201). The second measurement is cycle time to deliver. This means the amount of time taken for the end result to be delivered. If the process is long and complicated, it is likely to take longer and vice versa is true. This measurement will be measurement by checking the amount of time each process takes while active.
Third is to enhance customer experience through implementation of enhanced technologies with an emphasis on self-service. The first measurement is customer satisfaction. With the use of enhanced technologies, it will help to measure the level of satisfaction of the customers (Ooi et al., 2017, 13). The number of complaints and customer support requirements raised by the customers will help in measuring this measurement. If there is reduction in the customer support need and the customers are completing their processes without complaints, then they must be satisfied. Second measurement is number of transactions per unit time. With much investment in enhanced technology to make self-service possible, there is an anticipation of increased number of transactions per unit time (Buhmann et al., 2019, 4). Self-service means there will be less time taken because the customer does not consult. This will be measured by the total amount of returns made per unit time.
The fourth strategic initiative is to leverage transition to UCPath to centralize key HR transactions and centralize data collection. The measurement name for this initiative is management of resources. The use of systemwide and locations should help in making management of resources more closely and timely (Mitchell 2018, 210). There should be less wastage of resources experienced. Second measurement is financing cash flow. Centralizing key HR transactions will ensure there is consistent running and compliance to regulations. Transactions can be tracked seamlessly at any given point for transparency.
Bibliography
Ooi, Say Keat, Azlan Amran, and Jasmine AL Yeap. “Defining and Measuring Strategic CSR: A Formative Construct.” Global Business & Management Research 9 (2017).
Mitchell, David. “To monitor or intervene? City managers and the implementation of strategic initiatives.” Public Administration 96, no. 1 (2018): 200-217.
Kohler, Ellie, and Connie Stovall. “Creating, Recalibrating, and collecting assessment metrics for Strategic Initiatives and Annual Reporting: A case study at Virginia Tech.” In International Conference on Performance Measurement in Libraries. 2019.
Buhmann, Alexander, Jim Macnamara, and Ansgar Zerfass. “Reviewing the ‘march to standards’ in public relations: A comparative analysis of four seminal measurement and evaluation initiatives.” Public Relations Review 45, no. 4 (2019): 101825.