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Benchmarking (Dagan Rainey 2)

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Dagan Rainey conducted benchmarking research to identify ways to improve individual and organizational performance at IPTAY. The benchmarking process involved researching literature, interviewing others, and contacting similar programs at North Carolina, Tennessee, and North Carolina State universities. Key information obtained included Tennessee's priority point incentive program and N.C. State's idea to provide extra incentives for each new donor brought in. This information and recommendations will be presented to upper management for review to improve IPTAY representative motivation and the number of new donors. Going forward, Rainey will seek board approval and look for additional best practices to continually enhance IPTAY's programs.

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Benchmarking to Help Individual Performance Dagan Rainey HRD 830-440 December 3, 2008
About Me ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Previous Literature ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
IPTAY’s upper management felt that N.C. State’s extra incentive idea and Tennessee’s priority point system could help the IPTAY Rep Program The organization works with upper management in order to prioritize recommendations and agree on an implementation strategy Act Phase ,[object Object],[object Object],[object Object],The benchmarking team assimilates the best-practices information it has developed and prepares this information and corresponding improvement recommendations for upper management to review Assimilate Phase We contacted and gained information from the following schools that had similar representative programs: University of North Carolina, University of Tennessee North Carolina State University The team reaches out to understand its own and other organizations’ processes Reach-Out Phase In order to organize the benchmarking project, we decided that we would contact other NCAA schools in order to see how they operate their representative programs Management organizes the project to ensure a clear project focus Organize Phase ,[object Object],[object Object],[object Object],Management decides what improvement opportunity areas have the greatest impact or potential for the organization Launch Phase Implementation Phase Description Phase
Future Directions ,[object Object],[object Object],[object Object],[object Object]
Reflections/Discussion ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Contact ,[object Object],[object Object],[object Object],[object Object]

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