Background
Dean Curtis founded Curtis & Associates, Inc. to provide workshops to train welfare clients in job-seeking skills. Following a tremendously successful year with a 70% placement rate for clients who attended the seminars, the company has to build a long-term strategy for the business. This paper’s plan outlines the company’s long-term strategic goals and tactical/yearly goals. It also discusses the significance of a monthly budget in defining tactical and operational goals for achieving tactical objectives and their reason and rationale. Curtis & Associates, Inc. will be able to remain adaptable and receptive to evolving possibilities and challenges by following the strategic plan, which provides a defined framework for growth and decision-making.
Long-Term Strategic Goals
The goals are created to lead the firm’s actions and decisions over time, offering a clear direction for the company’s growth, advancement, and overall success. Curtis & Associates, Inc.’s first long-term goal is to improve the number of welfare beneficiaries leaving welfare-to-work programs in the shortest possible period while providing quality training. According to Bolhaar et al. (2020), there is a strong possibility that welfare recipients will continue in welfare-to-work programs for a more extended time, which will cost more in the long run.
The extended stay could result in increased reliance on welfare benefits and problems finding work (Poulin et al., 2023). Even if specific individuals gain employment faster, they are paid less as they must gain the requisite competitive abilities in the labor market. As a result, Curtis & Associates, Inc. strives to avoid such incidents, and achieving this goal would position the company as competitive and trustworthy in the industry.
The organization’s second long-term mission is to help every welfare client find new paid employment in the market as soon as possible. Seven out of ten welfare users who have attended the company’s training have found employment. The placement rate must be increased to more than 90% to minimize unemployment among the three recipients. This will contribute to the broader socioeconomic well-being of society since it reflects an investment in personal growth.
The third goal is to ensure that all working welfare beneficiaries keep their jobs in growing labor markets. According to Poulin et al. (2023), many welfare clients who gain jobs do not keep them for long since they cannot compete in labor markets. Inadequate instruction and knowledge may be the root of the problem, requiring the company to ensure that those attending the seminars are well-prepared for competition with others.
Tactical Goals
Tactical goals are specific, short- to medium-term targets designed to support achieving larger strategic goals. Curtis & Associates, Inc. attempts to provide sustainable welfare-to-work programs to beneficiaries. These initiatives include education or training first, job search, and hybrid strategy programs. According to Pascoe et al. (2023), focusing on a curriculum that only gives educational programs is costly and increases the time it takes for the attendees to obtain jobs. Similarly, a job-search-first strategy or education-or-training-first programs yield variable results in terms of employment entry.
For example, a job-search approach may lead to employment, but people exhibit low self-esteem and self-efficacy throughout job applications. Hence, a combined strategy comprising the two programs accelerates welfare users’ entry into the labor market (Pascoe et al., 2023). This strategy provides welfare recipients with the job-searching skills they need to find and keep jobs that match their skill set. As a result, by implementing these programs, Curtis & Associates, Inc. will be able to increase the number of attendees who obtain new jobs and keep them while exhibiting fitting abilities.
The other tactical objective is expanding the firm’s education and training investment. According to Poulin et al. (2023), offering the participants cutting-edge education and training programs allows them to keep their jobs for extended periods since they are well-equipped with the requisite job-market abilities. This gives them an advantage in terms of employment and job retention over individuals who do not have access to these benefits, according to Bolhaar et al. (2020). Curtis & Associates, Inc. will be able to refine each trainee’s capacity and gain access to more excellent credential attainment rates and skills through higher educational levels, such as high school diplomas, due to the increased investment. Individuals with better educational attainment make more money in the job market than those without due to their enhanced competitiveness in the labor market.
Importance of Budgets in Developing Tactical Goals
Budgeting is vital in achieving tactic objectives. To begin, the budget aids the company in attaining all of its objectives by encouraging the smooth execution of its activities. An effectively budgeted goal means the company will do everything it planned without limiting its finances to guarantee success. Second, budgeting enables managers and staff to provide enough assistance to welfare beneficiaries to meet their particular needs.
According to Poulin et al. (2023), good budgetary management enables welfare program personnel to empower the clientele to attain self-sufficiency by giving personalized aid that helps overcome obstacles and be successful based on defined parameters. Organizations with an appropriate budget for their tactical goals face fewer obstacles than those without. As a result, appropriate financial management for fulfilling tactical goals would guarantee the seamless and successful running of Curtis & Associates, Inc.
Operational Goals to Reach Tactical Goals
Operational goals are the monthly/weekly/daily activities an organization does to ensure that its work functions correctly and successfully to achieve its tactical and strategic goals. Curtis & Associates, Inc.’s primary operational priority is to understand the desires and objectives of its trainees first. According to Poulin et al. (2023), considering the necessities of the target population would allow Curtis & Associates, Inc. to deliver targeted education and job-search programs to guarantee they satisfy their wishes and needs, considerably contributing to the organization’s overall goals.
Monthly Goals
- Hold at least five monthly workshops using the combined strategy on specific sectors or talents.
- Three new leads should be generated through marketing initiatives to offer more investment opportunities.
- Achieve a 4.5 out of five participant satisfaction rating for each workshop, which will inform continued monitoring and feedback.
Additionally, these goals will be reviewed and adjusted regularly based on the company’s performance and evolving market conditions to ensure that the tactical objectives are met. The company will also partner with resident employees to determine the skills and expertise needed to enter the job market. Scholars have shown that collaborating with local firms allows welfare programs to teach knowledge and skills required for the local market while ensuring that participants are placed in locations with a robust market where they may make a living (Bolhaar et al., 2020).
As a result, all welfare participants leaving assistance programs would have current job-market skills and the opportunity to put those talents to use. Finally, the organization would train its personnel to deliver dependable services and to build positive relationships with welfare recipients. This method increases welfare recipients’ contentment and allows them to build a favorable attitude toward welfare services.
References
Bolhaar, J., Ketel, N., & van der Klaauw, B. (2020). Caseworker’s discretion and the effectiveness of welfare-to-work programs. Journal of Public Economics, 183. Web.
Pascoe, K. M., Waterhouse-Bradley, B., & McGinn, T. (2022). Social Workers’ Experiences of Bureaucracy: A Systematic Synthesis of Qualitative Studies. The British Journal of Social Work, 53(1). Web.
Poulin, J., Matis, S., & Witt, H. (2023). The Social Work Field Placement. Springer Publishing Company.