It is the end of January. Tiger Online Recruitment is four months into its transition to a new strengths-based culture and performance management programme. The short-term goals set at the beginning of the period have largely been achieved. Processes are in place, driving the team towards achieving the company's longer-term goals. Joe is summarizing the outcome of the latest activity in the leadership team's weekly meeting, and leading an exercise to complete the organizational road map.
Kelly is present and unusually silent.
“So, we are all agreed. Our organizational goals to achieve by the end of the financial year are: strong growth in sales revenue; improvements in margins; recognition as a market leader; launching the upgraded Career Toolkit for candidates (which was identified as a way forward by Mark's team in their stretch project – well done Mark's team); and achieving outstanding client retention and engagement during the period.
“Our organizational success measures, how we know we've achieved our goals, are: we will have 100% growth in revenues with more than 15% margin; we will have won 15 new FTSE 100 clients; the Career Toolkit will be launched before the new financial year; and our client retention rates will have increased by 85% (with us having a host of positive testimonials to share ...