(click here for larger image)

HAF FRAMEWORK MODEL

HAF assesses each organization’s framework and organizes a change in the business framework model to accommodate sustainability through engagement and human fulfillment.

Due to the market’s instability, it is best to organize an organic cultural change into the organization’s framework to stabilize and sustain workforce. Due to the current problematic workforce health safety concerns, mental stability challenges and Gen Z due to occupy a larger workforce population it is best to begin an organic cultural change process to guarantee sustainability in the near and further future.

HAF recommends the utilization a strong organic framework with agreed functional mechanistic framework to achieve the sustainability changes desired more easily.

Organizational structure is a type of framework used in businesses. Its purpose is to find the most effective way to delegate roles, power, and responsibilities to its employees and departments.

It also controls and coordinates how information flows between different departments and levels of management in an organization. Having a proper organizational structure will allow a company to implement better operating procedures, and dictate which employees help in making decisions or shaping the organization. Based on an organizations goals and objectives it may be structured in many ways

HAF begins with these questions to expand the business owner, leaders, or management awareness of the importance of the business framework model:

1. Will your business sustainability strategies guarantee your required business needs if the market instability continues?
2. Are you sustaining workforce needs currently and into the future?
3. How will your structure work successfully with Gen Z workforce?
4. Is your structure flexible to adapt quickly to the market rate of changes today and in the future.
5. Is the problem the structure or the way management is managing it?
6. Does the structure match out strategy?
7. Has organization design been compromised due to accommodating to personalities?

Mechanistic and Organic Design

The “mechanistic” organization’s framework

Mechanistic structures are mainly for companies that operate in a stable environment, use a centralized approach of authority, and maintain strong loyalty for management. Organizations that use a Mechanistic type of structure generally do not need to change or adapt their structure. This is mainly due to lack of innovation, creativity, and quick decision analysis not needed. Examples of organizations using Mechanistic structures include colleges and universities. If you think about it, they have long and strict registration procedures, rarely have to adapt or change in order to keep students enrolling, and most students tend to maintain high loyalty or obedience toward their instructors.
Key take-aways:
– Belief upper management is better capable of making decisions
– Management instructions must be followed
– Communication and control must proceed through hierarchical routes
– More emphasis toward completing a task opposed to achieving company goals
– Employees are more jobs specialized and placed into certain departments
– Low differentiation of tasks

Mechanistic Structures Include:

The “Organic” organizational framework

Organic structures are used in organizations facing unstable environments and must possess the ability to change accordingly. They have the ability to process, analyze, and distribute information and knowledge very quickly. This ensures that they stay competitive against other businesses. Businesses using Organic structures need to communicate effectively and quickly by spreading information. This is done by departments and different functional areas being closely integrated with one another. Also, by implementing decentralized decision making, employees of lower ranking will have the ability to make important decisions. This will help empower employees leading to greater creativity and better problem solving. Google Corporation is a great example of an Organic structure-based business.
Their employees are encouraged to use creative problem-solving skills and develop new products.

Organic Structures Include:

– Large network of authority, control, and communication
– Problem solving is encouraged by all employees
– Employees are more goals oriented than job orientated
– Employee empowerment is encouraged

The structure of an organization will dictate how people interact with each other and their relationship of roles in the organization. If a structure is outdated or not implemented correctly in a business, it will lead to many problems. These include conflict among employees or departments, confusion of employee roles, and lack of communication / coordination among departments.

In the past managers have simply tried to reorganize or work with the current structure of a business rather than addressing the necessary issues. This could lead to greater complexity rather than solving structural flaws.

HAF LOCAL BUSINESS AND COMMUNITY SUSTAINABILITY SOLUTIONS

SYSTEMS

HAF ENGAGEMENT-FULFILLMENT SOLUTIONS THRU:
PEOPLE-CENTRIC, HUMAN VALUE CORE, PURPOSE-DRIVEN, WELLNESS-SAFETY, ONGOING TRAINING, SHARED-DECISION, HYBRID SCHEDULE

HAF Board Advisory services upgrade outdated business standards and practices with HAF SGMS IT “insight-ready metric” programs, survey-fitted with an API (interface), building a daily collective hi-performing engagement-fulfillment level in the following areas:

• Business and market alignment
• Business and workforce shared human-core values culture
• Business and workforce shared-vision and purpose-driven culture
• Business and workforce performance-engagement culture
• Business-workforce engagement-fulfillment culture

HAF SOLUTIONS SYSTEMS, METRICS (SGMS) & STRATEGIES

HAF solutions offer public service advisory services for each business sector and nominal digital solutions to upgrade with the installment of new business standards & practices create engagement-fulfillment.

• ALIGNMENT OF HUMAN-VALUE CORE, PERFORMANCE & ENGAGEMENT FULFILLMENT
  • HAF CIRCULAR FRAMEWORK MODEL
  • NEW EDUCATION & WELLNESS APPS
• Circular Framework Model: Organizational Structure, Human-Value Core, Systems, and Gap Metrics

CIRCULAR CHART MODELS; Local Business and Community

1. Local Business Model
2. Local Community Model

Sustainability is the alignment of all core internal & external connectivity and system processes

Core “organic” internal-external “collective” connectivity and flow of leadership/advocates, people performance & engagement fulfillment

Core “organic” internal-external “collective” connectivity to the collective performance and outcomes

LOCAL BUSINESS AND COMMUNITY ALIGNMENT-FLOW MODELS

Flow & Connectivity (Internal-External) Alignments, Disconnections and Gaps

SUSTAINABILITY & ENGAGEMENT FULFILLMENT
SGMS MEASUREMENT SYSTEMS

Core Framework Alignment Model

Local Business Sustainability & Engagement Fulfillment Requirements

• Vision, Purpose & Mission-Drive: Human Values Core-Driven
  Human Values Core-Driven – Internal & External Alignment
  • Internal Alignment – Business Ownership. Management, Marketing, Finance, Operations, Workforce-Stakeholders
  • External Alignment – Market, Local Community, Vendors-Suppliers, Educational Institutions

Local Community Sustainability & Engagement-Fulfillment Requirements

• Vision, Purpose & Mission-Drive: Human Values Core-Driven
  Human Values Core-Driven – Internal & External Alignment
  • Internal Alignment – Community Members Engagement-Fulfillment
    • Administration (Management/Finance/Operations)
      • Public Relations- Ongoing Surveys
      • Public Services Admin– Ongoing Surveys
    • Engagement-Fulfillment of community members
  • External Alignment – Resources
    • Local Member Trade, Local Community, Vendors-Suppliers, Higher Educational Institutions
    • Outer External Alignment – State Support (Educ, Infrastructure)
    • Final Outer External Alignment – Federal Support (Educ, Infrastructure)

This process focuses on the internal processes of each local community service functionality for “connective efficient functionality” and local member needs fulfillment. HAF systems will improve user friendly accesses provide a detailed blueprint and gap installation system that will identify, remove, solve and then prevent gaps.

HAF uses a circular organizational framework to apply the engagement-fulfillment model for local business and community

Local Community

SGMS metrics identifies, removes and prevents all the gaps that
obstruct the flow and between each connection

CORE FLOW: Connectivity and Alignment

Local Business and Community

CORE: Human values, purpose-driven with engagement-fulfillment

Sustainability: Identify, remove and prevent gaps to achieve desired longevity of market performance

Internal-External Flow & Connectivity with people, systems, relationships, performance, engagement-fulfillment, market outcomes, or community member engagement-fulfillment

External Flow & Connectivity with market or community member relationships and market or community demand response

HAF Engagement-Fulfillment Solution Strategies:

• People-equality, human valued-core, purpose-driven
  • Diversity, equity, inclusivity, team culture-belonging, shared-decision making, autonomy-hybrid schedule options
• Health & Safety : online apps for daily Wellness and Safety practices
• Ongoing professional development (knowledge and skill sets)
• Frequent surveys(anonymous) and assessments

Business and community sustainability problems are based on outdated industrial revolution business standards and practices which do not sustain the current large millennial and coming Gen Z workforce population. With the rise of digital technology, manufacturing industry mostly transferred to China resulting in SME focus on IT, services, retail and suppliers.

• (SME) Small businesses drive 44% of the economic activity in the United States. There are 30.7 million small businesses in every industry, from hospitality to construction. (ownership is 8.9% of US population) (Revenue $1MM-$40MM)
  • SME are non-subsidiary, independent firms which employ fewer than a given number of employees with frequent upper limit of 250 employees
  • 200,000 medium-sized businesses in the USA (Revenue $1MM- $1BB (Forbes 2018)

not support the generational workforce and small businesses. (Note! 3 industrial revolutions of steam engine, the age of science and mass production)

NEW BUSINESS STANDARDS AND PRACTICES: Require engagement-fulfillment of the current and future predominant millennials and Gen A which is human-value centered, purpose-driven and team culture-based. Post pandemic economic instability with unwilling workforce hiring-retention will not sustain the SME without a sustainable supply of workforce which thrives in an organic model structure and systems.

Local Community Sustainability & Fulfillment:  This process focuses on the internal processes of each local community service functionality for “connective efficient functionality” and local member needs fulfillment. HAF systems will improve user friendly accesses provide a detailed blueprint and gap installation system that will identify, remove, solve and then prevent gaps.

HAF ORGANIC BUSINESS AND LOCAL COMMUNITY SYSTEMS, PROCESSES AND MODELS.

HAF uses a spherical system organizational chart – see here:

All types of businesses are assessed for optimal performance using processes to minimize gap and maximize sustainable proficiency. Maximum gap is at 5% with slight deviation across other business or community departments.

• Start-up
• Small businesses
• Medium businesses
• Local communities

Note! Both start-ups and local communities are equipped to perform self-sufficiently. (not totally automated)

HAF performs both a preliminary and comprehensive assessment. As a public service Board Advisor to businesses and local communities we offer HAF preliminary assessment scholarships to leaders, CEO, executives and entrepreneurs to across Arkansas. This assessment will provide a “finger-on-the-pulse” on your business or entity overviewing business gaps, systems and processes for resilient sustainability and growth. Please follow this link to access your complimentary preliminary business assessment.

Once HAF receives your submission your assessment evaluation will be scheduled for online zoom conference time. The market value of this is $1500 offered as a free public service. (Note! We can use the questioning model (gap) that I sent you early on and include the CEO one as well)

CIRCULAR – SPHERICAL

The center of this sphere will be the core human values. These values are purpose-driven to fulfill all members throughout the sphere applied through a meritocratic system.
There are 2 models that include the basic start-up, entrepreneurial and small business and the second model is dedicated to medium and large businesses. This model will also serve as a continuous “filtering” process which prevents stagnation and achieves maximum proficiency, growth, resiliency and sustainability.

Sphere Direction:

Level one: The workforce arc is next to the center and moves outward. This flow system maintains the integrity of the core human values as well as the vision and mission of the Company which will interface with the local community.

Level Two: The manager arc is organically transformed into a mentor-coach to fulfill the needs of both the workforce and company. This fills the generational Z gap workforce performance gaps. The manager will provide orientation, education, training and assessments to the workforce and interface with both community interns and Level Three.

Level Three: A Systems Analyst will take over the manager’s tasks on performance-fulfillment gap assessments as well as apply required education and skill set training data sets relative to workforce performance gaps into an educational fulfillment program for the manager to execute.

Level Four: Business or Community Board Advisor – The function of this position will inspire solutions, innovations, insights and strategies with continuous review, mentor-coaching and planning with the Level Three and Two as well as interface with Level 5.

Level Five: Company Board of Directors – The Directors functions in various capacities of all Levels. The most important value is to maintain the core human-values and community values on a daily-basis. As compassionate visionary leaders their greatest value is to protect the solidarity of both the company and workforce as part of the whole community.

Their proficiency lies in being able to foresee the future trends, identify the critical paths with both risk mitigation and build trusting relationships which will support the life and vision of the Company and its community. Expansion and mergers to thrive are part of this strong planning and forecasting function.

Finally, policies and procedures are reviewed from all levels with special focus in Level Five which may include updating and adding those that are relevant to thrive and fulfill all members.

HAF business system and model are applied to all business models.

HAF “organic change” model is designed, constructed and executed once the current model performance gaps are evaluated in all areas. Systems are designed with processes to remove current gaps and prevent future gaps.

Gaps appear in business systems and processes both internally and externally. Gaps are created when the current business condition does not meet the agreed goals or outcomes. They grow higher when left unchecked. During current economic instability the gaps must be measured frequently to avoid critical thresholds which threatens the life blood of the business.

These are just a sampling of gaps that include the following:

1. Workforce peers
2. Workforce teams
3. Workforce performance and business capabilities for sustainability/growth
4. workforce and management
5. management and operations
6. business operation and revenue-net profits
7. business and its customers
8. business and its suppliers
9. business and its resources
10. business and its market standing (brand)
11. business and community
12. business purpose and mission
13. business purpose and vision
14. leadership and workforce
15. leadership and management

HAF performs gap analyses across all business sectors.

COST MODEL FOR NO EMPLOYEES CORPORATIONS TO BE ORGANIZED

HAF Workforce surveys will be implemented to assure the best formulation of workforce needs and fulfillment for all stakeholders. The cost factor is negligible due to the replacement or inability to fill and sustain the job positions.

In late summer of 2022, there are ten million jobs available with job hires low. People are not willing to take the jobs because they are not safe for the worker and worker family due to the pandemic. Early retirements have accelerated resulting in a double jeopardy situation. Environmental concerns is another social cultural demand which increases factors to disturb business stability.

FULFILLMENT SURPASES FORMER WORKFORCE ENGAGEMENT BUSINESS MODEL

The pandemic losses to businesses continue as workplace has little safety to maintain the on-site workplace requirement. Health safety has not been solved.

Fulfillment is a “people-centered workplace focus” that surpasses “engagement”. Workplace engagement is a day to day or project to project engagement that may or may not transfer to a “lasting engagement”. Fulfillment describes both the company and employee achieving a lasting state of satisfaction and productivity due to the incorporation of “important personal or individual and collective human values”. This type of employment contract has lasting implications as it drives the fulfilment of both the company and workforce through an internal and external purpose of “service to others” alignment.

Service to others describes what a business model typically strives to produce in products and services. Customer loyalty can wane, be sustained or increase. Loyalty is the result of the comprehensive business service understanding of its customers. Lasting loyalty is determined by successfully adapting to the needs of the customers. Employee loyalty uses the same “service to others” and requires a comprehensive understanding to serve the needs of its employees. Employee productivity and retention is the result of fulfilling the learning and well-being needs.

The business fulfillment model moves beyond the “engagement” business model. The engagement business model normally does not lend itself to employee fulfillment which creates a performance “moving target” result. Fulfillment applies to the leadership, workforce and local community to ensure lasting business success.

For some companies, a proactive, people-centric, and socially conscious approach is a priority. For other companies, difficult short-term concerns will drive their actions.

2022 + PREDICTIONS TRUE: The predictions describing employee expectation challenging employer capabilities is absolutely coming true, particularly with respect to flexible work structures. We continue to see a tug of war between employers who want people back in the office and employees who have gotten accustomed to managing their lives with remote work. It’s difficult because some jobs actually need to be done in person, but these employees understandably want greater flexibility too and to avoid existing burnout. Business manager mentorship or coaching for Gen Z has not been implemented. This is critical for talent retention due to the Gen Z personality workforce needs. Currently, there really isn’t much of an organizational infrastructure beyond the typical employee assistance programs (EAPs).

As we approach the last quarter of 2022, people are stressed about work and their challenging mental health, the distress negates their need for job security. Coupled with the historical economic and familial instability Gen Z does is not a dependable workforce unless there is a business fulfilment model. Since this workforce population is now onboarding its instability without fulfillment will produce “greater business market deaths” which cannot be circumvented.

• Job opening remain high
• Job quit rates remain high
• Employee turnover will continue without the prescribed fulfillment model
• Burnouts continue due to high stress loads
• Increased compensation remains
• Flexible work schedules (remote and hybrid in demand)
• ESG (Environmental, Social and Governance) are continuing to be established
• CSR (corporate social responsibility programs) increasing
• Workforce need to share the same values (workplace safety, learning upgrades and people-centric experiences through surveys (HCM self-service options, town halls and focus groups)
• Active listening by management, leadership and HR required
• Improving employee learning and skill sets offset the negatives
• Diversity and inclusion are appreciated
• The feeling of belonging pays dividends for businesses

The nominal under $20/per person business fulfillment model is the only safety net and its cost is negligible as market business death is looming nearby.

ORGANIC CHANGE FULFILLMENT SYSTEMS

DRIVING RESULTS IN PERFORMANCE INTO ENGAGEMENT-FULFILLMENT

We need to review and edit the website content with the above description which precisely presents how we produce results.

HAF “change” processes focus on the solving the gaps the variety of internal and external processes of each local business and community service function to drive “connective efficient functionality” with local business, workforce and community needs-fulfillment (connectivity).

HAF comprehensive and organic system models yield evidence-based program fulfillment through a step-by-step process of systematic tools for “full alignment with local business and community vision-purpose missions that prove results-driven connectedness with each local community sector (internally and externally).

LOCAL BUSINESS MODEL

continuous improvement with passion-driven focus on the “daily” quality of workplace performance, learning and wellness to engage-fulfill every local business member

using both a science base and practical guidance organic system of processes to engage and fulfill leaders, management, owners and workforce stakeholders into a results-driven engagement and sustainable fulfillment performance

in the HAF “change system process” every person is engaged to contribute as authors and receive the full benefits of their authored engagement

HAF Business Advisors organize and implement various systems that include :

• • Employ surveys to gain insight and clarification on workforce performance-engagement needs (KPI) for fulfillment
    • Multi-generational workforce needs and planning for Gen Z
  • Utilize core-alignment processes and gap analysis-solutions (history-current-future needs)
    • vision-mission (purpose-driven) alignment
    • human core-values and code of ethic daily practices
    • learning engagement-fulfillment needs
    • wellness engagement-fulfillment needs
    • workforce inclusion and diversity (equality) engagement-fulfillment needs
    • team culture and belonging engagement-fulfillment needs
    • management as coach for performance improvement
    • entrepreneur role to replace management performance measurement role while adding innovation for performance improvement in various areas
    • measured autonomy for performance improvement
    • workforce and management shared decision-making
    • family support
    • local community connectedness & support (internal-external)
    • current and future trends business performance assessments and strategies
    • business sectors aligned with performance, connectedness and fulfillment
  • Design various communication media platforms to maintain “a finger on the workforce pulse”
    • apps for daily “optimized” performance practice
    • online anonymous surveys on the gap solutions
    • promotional campaigns-newsletters and events
    • incentives-rewards for measured autonomy, shared-decision accountability
  • Organize and integrate management role into “advisor and coach” through coaching knowledge and skills-training to improve workforce performance and fulfillment
  • Optimize intrapreneurs and integrate with management for workforce learning, compensation (HR interface) and wellness
  • Business (internal-external) connectedness training for every business division/sector
    • Increased local community engagement-fulfillment
    • Increased engagement with local educational institutions – student internships and continued workforce resource flow
    • Increased customer loyalty/retention
    • Increased business market (product-service) fulfillment
    • Increased business sustainability & growth
    • Increased advisory capacity for local community security, sustainability, and growth
    • Increased supply chain connectedness, sustainability, and growth
    • Increased market awareness with incentive-oriented surveys to improve customer product-service value
    • Increased market trend analysis training for customer fulfillment
  • Establish AR local-regional business community platforms for creative think tanks, collaborative problem-solving (supply-resources), entrepreneur and intern sharing for mutual benefit.
  • Share HAF compiled business and gap data with orientation and trainings for relevant leaders and workforce.
  • Schedule frequent “pulse and insight feedback” through newsletters, events, apps, surveys and performance (gap) systems

(click here for business models)

HAF SGMS TOOLS

HAF SGMS : SUSTAINABILITY & GROWTH MEASUREMENT SYSTEMS

HAF SGMS provides businesses and local communities maximum sustainability and growth insight.

HAF ensures business and local communities have the right knowledge, data, education, training and support to help local businesses and communities grow sustainability, faster and make smarter decisions.

HAF SGMS uses business performance methodology requires an organic and full metric performance assessments to determine whether the performance merit of the current business system is sustainably viable prior to the goal/outcomes of any “change” to its framework and functionality.

CHANGE MODEL: A “change” system requires an organic approach based on the “human model” and will add mechanistic tracking and results measurements for planning sustainability and growth.

Using an “organic” metric evaluation process the current business state is identified as running poor to high with sustainability confirmation. A mechanistic process can be used as long as the task unit flow process is limited to 1 connection.

HAF SGMS Alignment Systems are employed with all business performance units measured to a confirmed market performance model and its vision, purpose-driven mission and human-centered focus “core” that is both internal and externally connected to the local community. (option to state and regional)

HAF SGMS Methodology

HAF methodology and commitment “assures” desired outcomes thoroughly and quickly using new education standards, practices and measurements for continuous “collective” fulfillment and well-being in both businesses and local communities

Progress is the process; prosperity is the destination

Local businesses and communities thrive and grow sustainability faster with smarter decisions, HAF ensures business and communities have:

• • the right knowledge, measurements, and data insights
  • removing gaps through internal and external connectivity
  • best human-values incentivized practices and support
  • new education standards (learning/teaching goals) & practices (quality) to excite, lead and incentivize
  • ongoing self-learning/training daily sources with apps, events, courses
  • ongoing feedback loop surveys
  • coach supported apps

HAF organically empowers humanity to experience well-being and living its full potential daily at work, home and in community. The “realized” empowerment outcomes are measured with the success of HAF vision, purpose, and missions. HAF “unlocks the power to develop and skills to improve prosperity and well-being”

HAF Board Advisors offer “metric spotlights” to identify sustainability challenges and highlight solutions to local businesses and communities. HAF

any decision made without data is just a shot in the dark

HAF “spotlights” challenges and highlight solutions freely to our members and communities. Using more comprehensive organic systems the metrics offer precise and transparent insights to “change” into resilient sustainability of business and community desired outcomes.

HAF BUSINESS & LOCAL COMMUNITY SUSTAINABILITY & GROWTH
HAF SGMS : SUSTAINABILITY & GROWTH MEASUREMENT SYSTEMS

HAF provides Board Advisors to businesses for maximum sustainability and growth insight.

HAF ensures business has the right knowledge, data, education, training and support to help local businesses and communities grow sustainability, faster and make smarter decisions.

HAF business performance methodology requires an organic and full metric performance assessments to determine whether the performance merit of the current business system is sustainably viable prior to the goal/outcomes of any “change” to its framework and functionality.

CHANGE MODEL: A “change” system requires an organic approach based on the “human model” and will add mechanistic tracking and results measurements for planning sustainability and growth.

Using an “organic” metric evaluation process the current business state is identified as running poor to high with sustainability confirmation. A mechanistic process can be used as long as the task unit flow process is limited to 1 connection.

HAF Alignment Systems are employed with all business performance units measured to a confirmed market performance model and its vision, purpose-driven mission and human-centered focus “core” that is both internal and externally connected to the local community. (option to state and regional)

HAF SGMS: SUSTAINABILITY & GROWTH MEASUREMENT SYSTEMS

(SGMS Incorporates Alignment, Performance-Engagement & Fulfillment)

HAF SGMS: ORGANIC FULFILLMENT & METRICS (KPI, SWOT, OKR +)

BUSINESS AND MARKET: VISION, PURPOSE & MISSION

BUSINESS AND WORKFORCE

PERFORMANCE ENGAGEMENT-FULFILLMENT

CULTURAL FULFILLMENT

MARKET SUSTAINABILITY

STAKEHOLDER INTEGRATION

LOCAL COMMUNITY + (STATE & REGIONS)

A. BUSINESS WITH MARKET METRICS (data literacy required for all business leadership)

• • BUSINESS KNOWLEDGE & SKILL SETS METRICS (upgrade to proficient data literacy)
  • BUSINESS WITH MARKET DEMAND/SUPPLY ALIGNMENT
  • BUSINESS VISION-PURPOSE-MISSION ALIGNMENT WITH MARKET DEMANDS
  • ORGANIZATIONAL FRAMEWORK – Organic – Mechanistic – Blending
  • CURRENT-FUTURE GOAL PERFORMANCE FORECASTING
  • SUSTAINABILITY ALIGNMENT – MARKET DEMANDS & LOCAL (+) RESOURCES
    • Research
    • Development
    • Connectivity – Internal & External
  • LOCAL BUSINESS CONNECTIVITY WITH LOCAL COMMUNITY
    • LOCAL COMMUNITY WORKFORCE SUPPLY TO BUSINESS SUCCESS PERFORMANCE
    • NATURAL RESOURCES SUPPLY TO BUSINESS PERF SUCCESS (LOCAL, STATE AND REGIONAL)
    • STATE COMMUNITY NATURAL RESOURCES SUPPLY TO BUSINESS PERF SUCCESS
    • REGIONAL COMMUNITY NATURAL RESOURCES SUPPLY TO BUSINESS PERF SUCCESS
  • LOCAL SUPPLY PLANNING –LOCAL TOP PRIORITY
    • Local preferred
    • Sustainability planning with local community
  • REVENUE AND OPERATIONAL COST SUSTAINABILITY
    • Market Stats comparisons & viability
  • PROFIT/LOSS FORECASTING SUSTAINABILITY
    • SUSTAINABILITY PERFORMANCE FORECASTING
  • GAP REDUCTIONS AND PREVENTIONS FORMULATIONS
    • Manufacturing
      • Weekly, monthly, quarterly, annually
    • Non Manufacturing
      • Ongoing quarterly – Year 1 Required upon “onboarding”
      • Ongoing semi-annually Year 2
      • Ongoing annually
    • If Market instability – Monthly
  • WORKFORCE SUSTAINABILITY: KNOWLEDGE AND SKILL SETS ALIGNMENT POLICIES AND PROCEDURES
    • Workforce term expanded role – “stakeholder”
    • Workforce asset stewardship
    • Local – State supply viability
    • Business connectivity with Jr -Sr High School and all colleges
    • Maintain educational board advisory position – secure resources

• • ENGAGEMENT-FULFILLMENT ALIGNMENT
    • Administration
    • Organic Team -Connectivity Culture
    • People Engagement-Fulfillment
      • Human-centeredness and values driven
      • Diversity, inclusion and belonging
      • Shared decision incentives
      • Team culture
      • Mgmt – Advisor & Coach (re-alignment)
    • Workforce Mgmt Performance (add – New Position – Intrapreneur)
    • Workforce Mgmt Performance – Coaching and Advisory
    • Health and Site Safety
    • Engaging Market Compensation
    • Ongoing learning systems (upgrading& measure knowledge and skill sets)
    • Wellness programs (mind & body fitness)
    • Compassionate Leadership-Mgmt
    • Gap reductions and preventions
  • KNOWLEDGE AND SKILL SETS
    • MGMT – onboarding at hiring and with continued performance metrics
      • Part A (agreed relevant or connected areas)
      • Compassionate Leadership Training & Performance data
      • HR & Mgmt Alignment, Process Analytics and Upgrading
        • Supply Planning
          • Local – State – Regional
        • Market Trending Relationship Data
        • Multi-Generational Gap Education & Performance Alignment
          • Local community connectivity – education upgrading
        • Communications Mastery – ongoing program course training/practice
    • OPERATIONS
      • Autonomy Segmentations (Process Analytics, Risk Testing -Onboarded)
      • Task Flow Process for each “position title and tasks”
      • Performance metrics
      • Sustainability performance forecasting
      • Organic & Mechanistic Framework – both required
      • Data reports to HR and for each business segment
    • FINANCE
      • CPA – ACCOUNTANT – Bookkeeper knowledge & skill sets required for self or for mgmt. use
      • Performance metrics
      • Forecasting metrics
      • Sustainability metrics
    • MARKETING – Communications Mastery
      • PR
      • Sales-Negotiation
      • Customer Loyalty-Retention
      • Product-Service – Current (historical option, to future market performance)
      • Product-Service – sustainability based on market supply/demand
    • HR & COMMUNICATIONS MASTERY
      • HR performance management reporting
      • All business divisions are required to attend, perform and maintain high level success
      • High performance success in relevant specialty areas
  • ONGOING SUSTAINABILITY & GROWTH PLANNING & STRATEGIES
  • MARKET RATE COMPENSATION
  • SHARED BUSINESS VISION-PURPOSE-MISSION TRAINING
  • SHARED BUSINESS AND LOCAL COMMUNITY CONNECTIVITY
  • CUSTOMER LOYALTY PR TRAINING
    • Communications Mastery

HAF ORGANIC CORE MODELS

KPI OVERVIEW -HAF metrics systems include KPI (tracking progress of the goals)

OKR OVERVIEW – HAF metric systems include OKR. The “Objectives and Key Results” application provides a standardized platform across business teams.

SWOT OVERVIEW (Strategic-Mgmt-Risk Planning Metrics)