What are Roles, Responsibilities and Expectations?
RR&Es are a tool to help you and your supervisor identify the distinctive ways you can best contribute to the business for
mutual benefit.
What is the value of RR&Es?
A large part of our success is the result of the ingenuity and effort of the people working in our company. By identifying
how you can contribute to value creation, establishing individual accountability for results and communicating clear priorities,
RR&Es can spur entrepreneurial thinking and action while discouraging “check the box” attitudes.
APPLYING MBM
Connecting to value creation, establishing accountability and communicating priorities
ROLES, RESPONSIBILITIES AND EXPECTATIONS
APPLYING MBM IS DESIGNED TO HELP INDIVIDUALS UNDERSTAND AND APPLY MBM TO GET RESULTS.
ROLES define the hats you wear or the positions you hold
RESPONSIBILITIES identify your primary areas of accountability for each role
EXPECTATIONS describe the desired outcomes for each responsibility
The results of the RR&Es process are usually
summarized on a piece of paper, but the document isn’t
an end in itself. It is just one way to facilitate the ongoing
dialogue between you and your supervisor.
There is no standard method for developing RR&Es and
there is no company-wide format for your RR&Es write-up.
You and your supervisor should choose an approach and a
format that are effective for you. In general, you will need to
have multiple conversations with your supervisor before
you are both “on the same page” about what you should be
working on and the results you are expected to achieve.
In order to develop effective RR&Es, you must have a
clear understanding about how your team creates value.
You will also need to take an honest look at your individual
capabilities, skills and interests and be aware of how they
compare to those of others on your team. This will allow
you and your supervisor to identify how you can contribute
most effectively. Ongoing discussions about these topics
and your performance will be needed to ensure you are
making appropriate adjustments over time. Whether you
start the RR&Es process with a conversation or with a first
draft of the RR&Es write-up doesn’t matter. What does
matter is using the RR&Es process to ensure that you are
always working on those things that enable you to make
the greatest contribution to the business.
We believe that all employees bring distinctive aptitudes,
skills and experiences to their work. This means there are
likely to be differences in how individuals can best
contribute to the business even if their job titles are the
same. RR&Es should reflect these differences. As a result,
although there may be some common elements, RR&Es
should be personalized and will differ from one person
to the next.
1
RR&Es also help:
• You think about how to best match your personal interests, knowledge and skills to the company’s needs.
• Improve the effectiveness of the team by improving the understanding of what others are responsible for and increasing
the likelihood of finding each employee’s comparative advantage.
• Encourage ongoing constructive feedback and discussion about performance and contribute to
effective performance evaluations.
What are Roles, Responsibilities and Expectations?
RR&Es are a tool to help you and your supervisor identify the distinctive ways you can best contribute to the business for
mutual benefit.
What is the value of RR&Es?
A large part of our success is the result of the ingenuity and effort of the people working in our company. By identifying
how you can contribute to value creation, establishing individual accountability for results and communicating clear priorities,
RR&Es can spur entrepreneurial thinking and action while discouraging “check the box” attitudes.
APPLYING MBM
Connecting to value creation, establishing accountability and communicating priorities
ROLES, RESPONSIBILITIES AND EXPECTATIONS
APPLYING MBM IS DESIGNED TO HELP INDIVIDUALS UNDERSTAND AND APPLY MBM TO GET RESULTS.
ROLES define the hats you wear or the positions you hold
RESPONSIBILITIES identify your primary areas of accountability for each role
EXPECTATIONS describe the desired outcomes for each responsibility
The results of the RR&Es process are usually
summarized on a piece of paper, but the document isn’t
an end in itself. It is just one way to facilitate the ongoing
dialogue between you and your supervisor.
There is no standard method for developing RR&Es and
there is no company-wide format for your RR&Es write-up.
You and your supervisor should choose an approach and a
format that are effective for you. In general, you will need to
have multiple conversations with your supervisor before
you are both “on the same page” about what you should be
working on and the results you are expected to achieve.
In order to develop effective RR&Es, you must have a
clear understanding about how your team creates value.
You will also need to take an honest look at your individual
capabilities, skills and interests and be aware of how they
compare to those of others on your team. This will allow
you and your supervisor to identify how you can contribute
most effectively. Ongoing discussions about these topics
and your performance will be needed to ensure you are
making appropriate adjustments over time. Whether you
start the RR&Es process with a conversation or with a first
draft of the RR&Es write-up doesn’t matter. What does
matter is using the RR&Es process to ensure that you are
always working on those things that enable you to make
the greatest contribution to the business.
We believe that all employees bring distinctive aptitudes,
skills and experiences to their work. This means there are
likely to be differences in how individuals can best
contribute to the business even if their job titles are the
same. RR&Es should reflect these differences. As a result,
although there may be some common elements, RR&Es
should be personalized and will differ from one person
to the next.
1
RR&Es also help:
• You think about how to best match your personal interests, knowledge and skills to the company’s needs.
• Improve the effectiveness of the team by improving the understanding of what others are responsible for and increasing
the likelihood of finding each employee’s comparative advantage.
• Encourage ongoing constructive feedback and discussion about performance and contribute to
effective performance evaluations.
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