Monthly Archives: November 2010

The main purpose of the KeyneLink Process is to establish execution management as an organizational competency. The installation and training of competencies within an organization has long been seen as the single most valuable approach for an organization to achieve … Continue reading →

Strategy execution management, at its core, is clarification of expectations and communication. Regular, ongoing communication is the key to any successful execution management system. Without frequent communication, any execution management system will certainly fail to meet the expectations of the … Continue reading →

In the KeyneLink Process, all goals link back to the organizational initiatives. This is where you start getting a clear line of sight from vision to strategic plan to initiatives to all the goals within the organization. Goals should be … Continue reading →

Primary Job Responsibilities (PJRs) articulate and describe your core job responsibilities in a concise and manageable format. They are not intended to replace a job description, but rather to make a job description more manageable. Unlike a job description that … Continue reading →

The Performance Agreement is one of the most important components in the KeyneLink Process. It is an agreement between a manager and an employee and reflects the employee’s performance commitment to the organization. In the KeyneLink Process, a performance agreement … Continue reading →

In the KeyneLink Process, “Foundation” encompasses the organization’s vision, mission, core values and initiatives. Core values are defined as minimum behavioral standards. Core values get to the heart of employee interactions and behaviors. In the KeyneLink Process employees are rated … Continue reading →