Short-Term Targets: Strategies for Achieving Quick Wins

Proposal for Short-Term Targets Instructions Identify five targets for short-term wins. For each target, describe the target, an outline for reaching it, and the cost associated with achieving it. Arrange the targets from those with the greatest value to those with the least. Use the rationale section of each target to explain why it has more or less value than the other targets. Make sure to explain how the benefits of each short-term win outweigh its costs, along with your justification for the order you chose. Greatest Value to Stakeholders Short-term target: Revise and Improve Existing Best Practices Outline of the process for reaching the target:  Apply a structured change management policy to manage change and bring innovation without disturbing current activities.  Try to communicate with the employees openly and frequently to avoid any inconvenience in the organization.  Integrate project management for achieving long-term aims with desirable outcomes.  Engage with managers and employees. 1

 Multi-professional collaborations to increase innovation in the organization.  Keep working on the total quality management.  Provide feedback on the performance (Grol & Grimshaw, 2003). Cost to achieve the target: Change management, communication, project management, engagement with managers and employees, collaborations with other firms, total quality management, and feedback on performance are some of the best practices that should be improved and included in the activities of the firm to increase the productivity of the employees and achieve the goals of the organization, they might be costly, but they will allow the company to grow and achieve the strong position in the market. The rationale for relative value to stakeholders: Best Practices should be revised and updated. To describe a company's established best and preferred method of doing anything, "best practices" is the phrase of choice. Almost all action has a best practice, which is mandated protocol in many circumstances. While best practices serve as a guide for employees, they are also a prime target for change if upper management deems it necessary. While the benefits of change can be enormous, the drawbacks of too many or too frequent changes cannot be overstated. A long-term aim is desirable, and one examined less frequently than the others on this list should be considered. So, if the employee handbook describes how to report an issue to management, but that method is frequently revised and updated, employees may not grasp what the update protocol requires. Because of the confusion and annoyance, this would cause, employees may decide not to bring 2

up management concerns. It is a good idea to update and revise best practice rules as part of an organization's change management process, but it should not be done too often. Next Greatest Value to Stakeholders Short-term target: Revise the Instructional Strategies Outline of the process for reaching the target:  Training employees is the most crucial part of revising the instructional strategies; it helps make the firm's foundation strong.  The newly hired employees should also be trained to understand the firm's environment and work processes. Cost to achieve the target: Training employees is the most crucial part of revising the instructional strategies; it helps make the firm's foundation strong. The newly hired employees should also be provided with the training to understand the firm's environment Training sessions will provide the company a competitive edge as well as it will make it easier for a firm to apply the change in the working environment of the company and make employees understand their goals and the productivity they are expecting from them, there will be financial costs, but they will be incurred with the productivity that sessions will provide their work processes. The rationale for relative value to stakeholders: 3

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In the earlier discussion of the communication standards, it was noted that it is difficult for others to satisfy your expectations if you do not communicate what is required or anticipated. Workers will have a better chance of meeting and exceeding goals if training procedures are changed. Next Greatest Value to Stakeholders Short-term target: Increase teamwork Outline of the process for reaching the target: Building a teamwork culture will allow employees to learn and gather information by interacting. It will unite employees and improve relations with the leadership, increasing employee retention (O'Neill & Salas, 2018). Cost to achieve the target: There are no costs of building teams, and the process will increase benefits for the firm. The rationale for relative value to stakeholders: Teamwork in an organization will increase productivity and reduce employee retention in an organization. Next Greatest Value to Stakeholders Short-term target: Paying attention to the way things are done 4

Outline of the process for reaching the target:  The leadership needs to increase their focus span in the organization  Keep an eye on all aspects will reduce the chances of mishaps and employee mismanagement in the organization,  It will improve the reputation of the firm among stakeholders. Cost to achieve the target: There are no costs to paying attention in the firm. The rationale for relative value to stakeholders: Paying attention to every little detail in the company will increase the chances of the company's growth and help leaders avoid any mistakes or uncertainties in the firm. Least Value to Stakeholders Short-term target: Set Up Incentive Programs and Milestones Outline of the process for reaching the target:  Incentives can be a powerful motivator for employees.  Innovative incentives are required to motivate a team to perform at its peak. Cost to achieve the target: There will be higher financial costs, but the employees will feel motivated and appreciated. The rationale for relative value to stakeholders: 5

This will work out as a motivational element for the employees to work hard and provide higher productivity to the firm. 6

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References Grol, R., & Grimshaw, J. (2003). From best evidence to best practice: effective implementation of change in patients' care. The Lancet , 362 (9391), 1225-1230. doi: 10.1016/s0140- 6736(03)14546-1 O'Neill, T., & Salas, E. (2018). Creating high performance teamwork in organizations. Human Resource Management Review , 28 (4), 325-331. doi: 10.1016/j.hrmr.2017.09.001 7

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