Understand what a WORK PLAN is and why it is important

A Work Plan is the tool that allows each team member, in agreement with their manager, to plan how they will use their available working hours within a period (usually monthly). This plan reflects the priorities defined in the team’s deliverables plan.

It details, in percentages, how much time will be dedicated to different deliverables—outlined in the team’s own deliverables plan or those of other teams—and specifies which tasks and activities will be carried out to contribute to these deliverables.

Additionally, the work plan includes efforts in support, advisory, development, or management activities that do not directly produce deliverables but are essential for the smooth functioning of the team and the organization.

Why do you need a Work Plan?

• Clarity and Organization: The work plan helps each participant understand how their time will be allocated, avoiding overloads, gaps, or uncertainties about what to do.
  
  
• Alignment with Priorities: By defining the percentage of effort dedicated to each deliverable, the participant and their manager ensure that the period’s priorities are transparently reflected.
  
  
• Resource Management: With the work plan, the manager can assess whether the distribution of efforts aligns with the team’s and organization’s needs, allowing adjustments before problems arise.
  
  
• Continuous Evaluation: Each month, it’s possible to review the plan, align expectations, and adapt the work as goals and the context evolve.

What comprises a Work Plan?

Deliverables of the Own Team:

These are the deliverables outlined in the team’s deliverables plan. Most of the participant’s effort tends to be allocated here, directly contributing to the team’s results.

Deliverables from Other Teams:

In some cases, the participant may support deliverables from other teams. This type of contribution requires manager authorization but enhances collaboration between units, allowing for more flexible and adapted actions to the organization’s priorities.

Support, Advisory, and Development Activities:

These include administrative tasks, support to managers, participation in training, and other activities that, although they do not directly produce a deliverable, are necessary to keep the internal structure functioning properly.

• Normally, between 10% and 20% of a worker’s time is dedicated to these activities, potentially reaching 30% in some contexts. It is virtually impossible not to dedicate any portion of time to these activities, as they include team meetings, work alignment, internal communication, and other necessary interactions, even if they do not directly result in deliverables.
• If the participant is an advisor, this percentage can reach 100%, as they dedicate themselves to supporting their leaders in variable and unplanned demands.
  
  

Team and Deliverables Management Activities:

Supervisors, coordinators, and managers can dedicate a large part of their time (up to 100%) to managing, coordinating, and supervising teams and deliverables, ensuring that work flows smoothly and results are achieved.

• The higher the hierarchical position, the less likely the manager is to dedicate a significant part of their time to producing deliverables directly. Supervisors, coordinators, and directors tend to concentrate their efforts on management, coordination, and supervision activities, leaving direct contributions to deliverables as an exception rather than the rule.

How is the Work Plan structured?

• Title of Deliverable/Activity: Identifies which deliverable (or activity not linked to a deliverable) the participant is contributing to.
  
  
• Percentage of Contribution: Indicates how much of the available time in the month will be dedicated to this deliverable or activity (e.g., 40% for a specific deliverable, 20% for administrative support, etc.).
  
  
• Description of Contribution: Clearly lists the tasks and activities that the participant intends to complete during the period, showing how they will directly contribute to each deliverable. This description not only guides the participant’s daily work but also serves as a reference for the manager during evaluations. By comparing what was planned with what was actually executed, it is possible to verify if the effort is adequate, provide constructive feedback, and adjust the work direction as necessary.

Recommended duration

The recommended duration for a work plan is one month. A monthly period allows the manager and the participant to review priorities, assess what was accomplished, and make necessary adjustments for the next month at the end of each cycle. This way, the work plan becomes a dynamic tool, ensuring flexibility and responsiveness to changes in the organizational context.

Evaluation cycles for Work Plan execution

Regardless of the work plan’s duration (usually monthly), the evaluation cycle can be shorter or occur only at the end of the period, depending on the team’s or organization’s needs:

• Weekly: Allows very close monitoring and quick identification of deviations, useful for teams that require high responsiveness.
  
  
• Biweekly: Offers a balance between monitoring frequency and execution time, allowing periodic adjustments without being excessively burdensome.
  
  
• Monthly: At the end of each month, comparing the planned with the actual, is the most common pace, suitable for more stable work cycles.
  
  
• At the End of the Work Plan Execution: Useful when a new member joins the team during the month. As soon as they complete their specific cycle (even if it’s less than a month), the evaluation occurs.

During the evaluation cycle, the participant reports what was actually executed, and the manager assigns a rating from 1 to 5 stars:

• 5 stars (Exceptional): Execution well above expectations.
  
  
• 4 stars (High Performance): Execution above expectations.
  
  
• 3 stars (Adequate): Execution as expected.
  
  
• 2 stars (Inadequate): Execution below expectations or only partially completed.
  
  
• 1 star (Not Executed): No execution of the planned work.

Mandatory justifications

• 5 stars (Exceptional): Record what made the performance exemplary to serve as a reference for other team members.
  
  
• 1 and 2 stars (Inadequate/Not Executed): Record the reasons for dissatisfaction and how to improve. In case of recurrence, the history can support disciplinary measures or termination.

Right to appeal

If rated with 1 or 2 stars, the participant may appeal in writing. The manager will review the appeal, possibly maintaining or elevating the evaluation, reinforcing transparency, fairness, and the possibility of continuous learning in the evaluation process.

Automation in Y Managers

The entire process of executing the work plan, its evaluation cycles, and interactions between managers and team members is automated in Y Managers. The system sends reminders, automatically updates the status of stages, and takes measures in case of user non-response, reducing operational load, ensuring timely evaluations, and strengthening the culture of responsibility and engagement within the team.

Final summary

The Work Plan goes beyond a simple schedule: it is a detailed map of how each person will allocate their time to support both their own team’s deliverables and, potentially, those of other teams.

It is not limited only to activities directly related to deliverables but also includes efforts in support, advisory, development, and management, ensuring a more complete picture of the individual’s contribution.

Typically planned for a monthly period, the work plan helps align priorities, distribute effort in a balanced way, and adapt to the organization’s needs.

Furthermore, the evaluation process—with predefined cycles, rating assignments, and the possibility of appeals—is fully automated by Y Managers, ensuring transparency, agility, and responsibility in executing and monitoring what was planned.

Thus, the work plan contributes to more efficient management of time and resources, continuous performance monitoring, and, consequently, the achievement of expected results.