1.1. What is a vision statement?

The vision statement for PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO is its strategic plan for the future – it defines what and where PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO Company wants to be in the future. The vision statement for PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO is a document identifying the goals of PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO to facilitate its strategic, managerial, as well as general decision making processes.

1.2. Components of the vision statement

1.2.1. Concise

The vision statement of PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO is brief and to the point. This means that the company has not used long dialects and dialogues to delivers its opinion ad stance to the public and relevant stakeholders. The vision statement should be brief and comprehensive – it should communicate the essence of the business, and its future plans to help the stakeholders understand its business philosophy and business strategy.

1.2.2. Encompassing description

The vision statement of PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO should be brief but should be holistic in nature. This means that the visions statement should be complete in its description and information of what the company desires, and how it plans to achieve its long term goals strategically. The vision statement should be a comprehensive statement identifying the company’s core strengths, which would enable it to achieve its futuristic goals.

1.3. How to develop a vision statement

The company should identify the following t be able to guide its business decisions towards future success and progress to be able to develop a successful vision statement:

1.3.1. Look at the organizational history

• When did PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO start the business?
• How many employees did the company have during the beginning?
• The significant milestones that PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO has achieved since being started, and when were these milestones achieved?
• Include all positive and negative milestones that PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO has faced, and how it overcame them?
• What does PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO enjoy the most about its business and why?

These questions will help the management and key decision makers at PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO to critically assess the history and the various decisions that were made for PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO and the business. These will be critically reviewed for the positive o the negative consequences they brought, and how that influenced the general business direction or PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO to have it stand in its present position.

1.3.2. Look at the present

• What is the business landscape for PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO currently?
• How many employees does the business have currently?
• What is the unique value proposition offered by PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO
• What are the strengths, weaknesses, opportunities and threats being faced by PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO in the present?
• What is the financial strength of the company in the present?

These questions will help strategic managers and decision-makers identify the need of the business to progress, as well as identify the resources needed for advancement. In addition, these questions will also help PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO in deciding the future direction it wants to take on, and how to achieve and realize that direction. Lastly, assessment of present standing for PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO will help the business identify how it can improve the business with potential changes.

1.3.3. Look at the future of the organization

• What are the long term goals for PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO?
• What are the short term goals for PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO?
• How can the company improve its offerings?
• Which processes and ideas can be implemented to help the business gain higher effectivity and efficiency?
• What is the potential for growth for PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO?
• What are the secondary goals of the business?

These questions will allow managers and decision makers for PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO to clearly think about where they want the business to be in the future, and how this future and its goals can be achieved and realized.

1.3.4. Identify loopholes

The process of critically assessing the past, present and future of PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO is important for vision building because:

• It allows identification of gaps and loopholes between the present an the future
• It directs PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO towards filling those loopholes through correct resource allocation
• It helps idea generation for enhancing business performance
• It allows strategic decision making for fueling business growth

1.4. How to implement a vision statement

1.4.1. Gathering for a meeting and idea generation

• PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO should gather all employees from different managerial levels in groups
• These groups should work towards generating ideas based on what the organization stands for, and what it offers
• The idea generation should be based on the employee's perception
• The ideas should also involve where the progression of the company should be focused on
• In addition, the employees should also focus their ideas on foreseeing a potential future for PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO

1.4.2. Grouping similar ideas and developing drafts

• Similar ideas should be grouped
• Senior level employees should develop and compare descriptions for grouped ideas
• The grouped ideas should be categorized according to themes
• The thematic groupings should be prioritized with the organizational offerings and values
• Draft vision statements should be created based on high priority groups of ideas and descriptions

1.4.3. Evaluating the vision statement

• Visions statements should be evaluated on their criteria of matching with the organizational offering and potential
• The vision stamen should also reflect the work environment and business potential of PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO
• The vision statement should be in line with the values of PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO

1.4.4. Communication of vision statement

• The visions statement should be communicated to all relevant stakeholders of PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO
• The visions statement should be incorporated in the annual statement
• The visions statement for PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO should also be updated, and transparently be drafted within the organization
• The visions statement should be sued to guide the drafting of the mission statement

2. The mission statement of PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO

2.1. What is a mission statement?

The mission statement for PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO is a public document that details the values and strategic aims of PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO. The mission statement of PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO also identifies the purpose of the organization existence, highlighting the services and the products it offers. Further, the mission statement also identifies the organization’s operational goals for PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO, the processes the company uses to achieve those, the target customer groups, and the region where the company operates.

2.2. Components of a mission statement

2.2.1. Customer satisfaction

The mission statement of PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO focuses on addressing issues of customer satisfaction. The mission statement of PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO has identified its target customer groups, and also identified their needs and demands. The mission statement reflects on how its products and services work towards increasing customer satisfaction for its target customers.

2.2.2. Based on core competencies

The mission statement of PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO is based on its integral strengths and competencies. This is important for PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO as the mission statement will highlight the different systems and processes as well as strategic tactics that the company uses to achieve its organizational and strategic goals. The achievement of the goals will depend on how well PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO makes use of its core competencies.

2.2.3. Realistic and clear

The mission statement for PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO is also realistic and clear. This means that PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO has used simple, string, and easily understood words and phrases in the drafting of its mission statement. Clarity is important so that the mission statement is understood by all relevant stakeholders of PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO Company. PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO’s mission statement is also realistic, which makes it able to achieve various set goals and targets.

2.2.4. Motivational and inspirational

The mission statement of PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO is motivational in that it works towards inspiring the employees and the workforce towards giving their optimal best performance towards the goal achievement of PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO. The mission statement of PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO is also inspirational in that it develops the need for growth and progress in individuals – for the betterment of not only the company but also for their own selves.

2.2.5. Specific and sharp

The mission statement of PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO is precise and to the point. It is easy to understand and delivers what the audience must know about PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO’s offerings and operations. It is important to keep the missions statement short, sharp and precise to be able to successfully communicate the company’s standing to stakeholders, instead of dragging it on into long pages with repetition and non-important aspects.

2.2.6. Reflects the company’s offerings

The mission statement of a company should be based on what the company has to offer in terms of products and services. This means that the mission statement for PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO highlights its offerings, but ensures that this offering is in line with the values that the company stands for. The mission statement for PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO, therefore, identifies the ethical grounds through which the company systematically works to deliver its offering.

2.3. How to develop a mission statement

It is important to follow the following steps and answer the following questions to be able to develop successful mission statements:

2.3.1. What does PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO do?

• Define the purpose of PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO
• Define its brief history
• Define the need for existence for PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO

2.3.2. How does PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO manage to achieve its promised offering?

• Explain the systems and operations employed at PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO
• Identify relevant ethical policies in place at PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO
• Highlight the use of transparency at PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO in all matters
• Define the processes that PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO uses to deliver its promised offering to target customer groups

2.3.3. For whom does PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO produce offerings?

• Define target market customers for PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO
• Target market customers from different regions can also be defined
• PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO can also explore secondary target market groups, and define them in the mission statement

2.3.4. What value is PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO adding on?

• Define the value additions being brought forward by PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO in the customer’s life
• Define the purpose of the offerings being delivered by PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO
• Highlight the importance of PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO in the lives of its customers

2.4. How to implement the mission statement

2.4.1. Communication

• PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO should communicate the mission statement to all stakeholders – employees, customers, shareholders, public, government etc.
• PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO should also keep the mission statement transparent and accessible at all times

2.4.2. Training

• PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO should encourage its employee force to undergo training if need be to meet the requirements of the mission statement
• PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO should regularly hold workshops to refine the values being defined in the mission statement and build them in its employee force

2.4.3. Goal setting

• PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO should develop SMART goals to meet the strategic targets identified in the mission statement
• PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO should also develop ethical grounds to remain in line with the mission statement
• PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO should keep goals flexible, but the means to achieve the goals should be stringent and should reflect the values drafted in the mission statement

3. Goals of PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO

3.1. What are organizational goals

Organizational goals are those business and strategic objectives that define the purpose of PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO. Organizational goals are strategic targets that PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO wants to achieve over a period of time. This time period is generally long term. The goals of PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO help direct its employee behaviour, as well as help in directing the operations of the business in the short term.

3.2. Components of goal

3.2.1. Achievable

The goals set by PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO should be achievable. This means that PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO should have the resources and the finances necessary for being able to realize the organizational goals over the long haul. PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO should also have the strategic leadership to be able to achieve these organizational goals.

3.2.2. Time-frame defined

All goals set by PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO- even for the long term – have an attached time frame. This is important to ensure that the organization is effective and efficient in realizing its goals.an attached time frame for the goals set for the long term future also helps in establishing a related time frame for the more short term organizational objectives.

3.2.3. Easy to understand

The goals should be fairly simple and should be easily understood by all employees of PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO. This is important as only when employees are clear about what the goals are, their importance, and the urgency of achieving them will they be able to relate with them and work towards achieving them.

3.2.4. Easy to communicate

The goals set by PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO should also be easy to communicate. This means that the jargon used for goal setting and goal communication should be clear and precise. These goals should be communicated with all managerial levels, and all employees to allow them a directive path to help the organization achieve these goals.

3.2.5. Pragmatic

The goals set by PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO should also be realistic in nature. This means that all strategic goals defined by PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO should take into consideration not only its internal financial position and resources but also the skill set of its employees and the larger macro environment. This will enable the company to set goals that will sue the core competencies of PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO to help it achieve the strategic goals easily, and realistically.

3.2.6. Relation with job tasks

All goals should be relatable with the employees of PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO. This means that all goals should directly or indirectly be tied to the job tasks and job nature of employees. This is to ensure that employees don’t feel redundant and use their skills to help the organization progress.

3.3. How to develop goals

3.3.1. Strategic evaluation

• Assess and review the vision statement
• Based on the vision statement and company values, decide where PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO should be in the next five years

3.3.2. Brainstorming

• Brainstorm goals that will help PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO achieve its long term direction
• Group goals according to themes
• Cluster the goals, and briefly describe each group and cluster
• Set long term goals for the company according to different clusters and groups

3.3.3. Prioritization

• Prioritize different clusters and groups
• Set and define long term goals based on prioritization
• Prioritization should be based on how soon the different defined goal groups and clusters will help PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO progress and achieve its desired position in the next five years or so to develop a successful vision statement

3.4. How to implement goals

3.4.1. Communication

• Communicate the goals to all managerial levels
• Goals should also be communicated to all relevant stakeholders – including distributors, shareholders, third-party contractors etc.
• Goals may also be communicated to customers
• Communication of goals will help PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO achieve goals by defining roles and milestones needed for achievement

3.4.2. Periodic strategic evaluation

• Evaluate the progress of goal attainment periodically
• This evaluation is done at a strategic level and operational level
• Different goals should be set for different departments of PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO to help it achieve the broader long term goals
• These departmental goals help in directing operations towards the larger strategic goal attainment

3.4.3. Training

• Employee training to develop skills needed and necessary for goal attainment
• Training can be in-house or out-house for employees
• Training for PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO should be continual and should be consistent with the goals set

4. Objectives of PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO

4.1. What are organizational objectives

Organizational objectives for PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO are the short to medium term targets and goals that the organization sets to achieve the bigger strategic goals set for the long term. The organizational objectives are important in shaping resource allocation within PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO as well as in determining the policies, schedules and processes that are implemented in PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO.

4.2. Components of objectives

4.2.1. Specific

All objectives set by PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO are specific and clear. This helps employees, as well as managers, manage and maintain focus on the targets and the end results that need to be achieved. At the same time, specific objectives help managers determine skill development and training needs within their departments as well.

4.2.2. Measurable

Objectives at PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO are also measurable. This means that all objectives can be tracked for progress. This is important for PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO as it helps in meeting deadlines. The element of measurability is added in objectives by adding quantifiable criteria for determining progress and objective achievement.

4.2.3. Attainable

The goal should be attainable that even in stretching the abilities of the employees and challenging them, it should remain possible to achieve. The objectives at PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO are attainable in that they push the employees out of their comfort zones but remain possible to achieve.

4.2.4. Realistic

Objectives at PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO are also attainable in that they are realistic. This means that PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO sets objectives keeping in view the organizational resources and constraints to be able to achieve objectives effectively and within time.

4.2.5. Timely

Objectives at PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO are also time-bound in that they have a specified start and finish date. The timeliness of the objective helps PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO maintain a sense of urgency in employees, and keep them motivated towards achieving the objective.

4.3. How to develop objectives

4.3.1. Focus on overall strategy

• Objectives should focus on the broader organizational strategy
• This will facilitate the organization in keeping in view the broader purpose and at the same time work towards achieving quantifiable goals and objectives
• By keeping in view strategic focus, PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO also maintains proximity with the vision of the organization and works towards enhancing the performance of the organization

4.3.2. Focus on goal

• Objectives at PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO should be set keeping in view the set organizational goals
• Objectives at PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO should flow from the organizational goals, and work towards helping the company and its departments and operations achieving the set goals
• This is important as it keeps objectives strategically relevant to the organizational processes and systems

4.3.3. Focus on the time frame and skill sets available

• Objectives at PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO should focus on the time constraints present in terms of resource present, as well as the urgency of the organization and the industry
• Objectives at PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO should also focus on the skillset of employee and organizational resources available
• Focus on resources and skills is important to ensure that all objectives are attainable
• Focus and relevance with resources and skills will also help PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO identify gaps that it needs to fill through training

4.4. How to implement objectives

4.4.1. Communication

• Objectives at PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO should be discussed with employees mutually
• Purpose of the set objectives should be clearly discussed, and communicated with the employees
• This discussion should entail not only the objective, but also the time period within which it is expected to be completed, and the processes and means to achieve it
• Objectives should also include aspects of personal and individual growth and development of employees to make sure that employees remain motivated throughout

4.4.2. Performance appraisal

• The performance appraisal at PEOPLE BEFORE STRATEGY A NEW ROLE FOR THE CHRO helps managers and supervisors keep track of objective achievement and employee performance
• The performance appraisal also helps keep the objectives time bound through regular reviews and discussions
• The performance appraisal also helps identify skills development aspects that employees need and helps the managers develop suitable and needful strategic training programs for skill development and skill improvement