Noun plus adjective, usually with an interloping hyphen, can be just as unpleasant as adjective plus noun:

People-centric

Mission critical

Goal orient(at)ed

Community-based

Anything-based/centric

The below (hate that, although I'll say "the above") is a concept-based, mission-critical cascade of centric-oriented parameters:

Today I’ll look at the two models to align employee goals being used inorganizations worldwide, people-centric and organization-centric and discuss how they fit in with actually achieving workforce alignment.

A Look Back— People-Centric Alignment

Earlier this decade with the economic downturn, organizations rapidly shifted from growth-mode into preservation-mode. Understandably, business leaders quickly focused on identifying mission-critical tactics to meet near-term financial targets. To make this manageable, some organizations invoked the practice of linking individual goals to their manager’s goals, or people-centric alignment.

While the thinking around making higher-level objectives was solid, the results rarely were. Here’s the typical process for people-centric alignment:

Goals are set first by the CEO of the company.

Each management level then establishes performance goals that are linked to the CEO’s plan.

The process repeats itself (cascades) through the entire management hierarchy, until each contributor defines goals that are linked to his or supervisor’s goals.

Confused? No kidding. It isn’t hard to see why many organizations found it hard to make this model work. It is complex and time consuming and relies too heavily on personal plans. With a people-centric model, one change such as a promotion or termination creates a ripple effect that creates a need to constantly be updating goal plans.

The New Model—Organization-Centric Alignment

The organization-centric model, parallels the existing business planning and budgeting processes of organizations and reduces administrative burden. The organization-centric model works like this:

Objectives are defined first for the company.

Goals are then are broken down across the organizational hierarchy, with goals cascading down three or four levels.

Employee goals are then linked to these organizational objectives.

This process makes it easier to track and communicate progress and results back to the employees, as financial accounting measurement systems are established around an organization (e.g., business unit or department). In this model, success is geared towards the organization, not individuals who may be at risk of leaving or changing roles within the company.

Ultimately, this model enables organizations to adjust quickly to changing business priorities. People and teams can work on common goals, and the process can keep pace with new business realities.

Also, there’s greater visibility at all levels of the organizations as to how exactly the overall workforce will achieve corporate objectives.

In sum, while there are merits to the people-centric approach, the organization-centric model offers a more flexible, measurable and realistic approach to organizationan and employee goal management.