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AHAs competitive strategy

and operational goals

CompetitiveStrategy

WorkforceDifferentiation

1. Reduce the death rate from coronary heart disease and stroke by 25 percent

by 2010

2. Reduce the prevalence of smoking, high blood cholesterol, and physical

inactivity by 25 percent by 20103. Reduce the rate of uncontrolled high blood pressure by 25 percent by 2010

4. Eliminating the rate of growth of physical inactivity and obesity

5. A positions are filled with A players to achieve A performance6. Establish a workforce management system that aligns with AHAs intentionto create an effective, efficient and differentiated workforce.

Operational Goals

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Value Creation Chain

Improve HRmanagement

system

Enhanced HRmanagement

system drives highperformance ofmetro directors

High-performingmetro directors

exhibit success indealing withrelationship

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A Performance

1. Successful environmental scanning

2. Successful prioritization of high-potential

opportunities

3. Successful management of various relationships

with donors, AHA staff and volunteers

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AHA Business Scorecard

Financial Success

Fund raising growth rate

Cost control

Capital allocation

Customer Success

Customer loyalty

Attracting new customer

Customer involvement

Customer satisfaction

Operational Success

Fundraising efficiencyStrategic talent management

Volunteer acquisition andmanagement

Growth and Learning

TrainingMentoring

KSAOs inventory

Culture and learning environment

Employee turnover rate andsatisfaction

8/2/2019 AHA Group Project by Group 8

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Measures OwnershipData

Updating

Vary by

Measure

Driving

Outcomes

Financial

Success

Fundraising

Growth Rate

Finance & Metro

directorsQuarterly

No

Finance &

metro

directors

Cost Control Finance Quarterly All Functions

Capital

Allocation

Finance & Executive

CommitteeQuarterly All Functions

Customer

Success

Customer

Loyalty

Customer ServiceCenter & Metro

directors

Monthly

No

Metro

directors

Attracting

New

Customer

Marketing

Department,

Customer Service

Center and Metro

directors

Monthly

Marketing

Department,

and Metro

directors

Customer

Involvement

Customer Service

Center & Marketing

Department

MonthlyMetro

directors

Customer

Satisfaction

Customer Service

Center & Metro

Directors

MonthlyMetro

Directors

8/2/2019 AHA Group Project by Group 8

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Measures OwnershipData

Updating

Vary by

Measure

Driving

Outcomes

OperationalSuccess

Fundraising

Efficiency

Metro

DirectorsMonthly

Yes

Metro

directors

Strategic TalentManagement

HR Quarterly Line Manager& HR

Volunteer

ManagementHR Quarterly

Line Manager

& HR

Growth

&

Learning

Training at Heart

University HR Variable

Yes

Line Manager

& HR

Mentoring Program HR YearlyLine Manager

& HR

KSAOs Inventory HR YearlyLine Manager

& HRCulture &

Learning

Environment

HR YearlyLine Manager

& HR

Employee

Turnover Rate

& Satisfaction

HR YearlyLine Manager

& HR

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Communicate the new

measurement system

1. Top management involvement

2. Implementation teams

3. Meeting between managers and employees

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1. Eliminate concerns

2. Managers involvement

3. Vision and urgency

4. Terminate

5. Try partly

6. Result confidential

Roll out the measurement system