Leveraging Balanced Performance Objectives
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Leveraging Balanced Performance Objectives

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A brief step-by-step guide to leveraging the balanced score card at the start of a job analysis project so that effective selection, training, and performance management programs can be developed.

A brief step-by-step guide to leveraging the balanced score card at the start of a job analysis project so that effective selection, training, and performance management programs can be developed.

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Leveraging Balanced Performance Objectives Leveraging Balanced Performance Objectives Presentation Transcript

  • Leveraging Balanced Performance Objectives a strategy for improving the focus on customer loyalty, staying up to date and paying attention to details, personal productivity, and financial impact
  • Objectives
    • Drive constructive behaviors that produce desired results
    • Assist company leaders in the selection and development of team members
    • Identify and reward top performers
    http://www.darinphillips.com
  • Kaplan & Norton’s Balanced Scorecard – Enterprise View Focus on Process Focus on People Internal Focus External Focus http://www.darinphillips.com Relationships Human Capital Growth Capability
  • Kaplan & Norton’s Balanced Scorecard – Individual View Focus on Process Focus on People Internal Focus External Focus http://www.darinphillips.com Customer Loyalty Learning Bottom Line Productivity
  • Steps
    • Bring small groups of hub employees (boss, peer, two in role, subordinate) together to define 3-5 most important objectives – 2 hours
    • Peer review of resulting objectives with focus on what is observable/measurable and potentially undesired behaviors that will be encouraged – 2 hours
    • Identify means by which objectives can be measured and reported; develop reward and recognition program
    • Manually record and discuss with employees while automated dashboard created
    • Turn on dashboard and continue to coach employees
    • Initiate reward and recognition program
    • Review program effectiveness every 90 days
    • Revise metrics every 18 to 24 months
    http://www.darinphillips.com
  • Plan http://www.darinphillips.com
  • Next Steps
    • Hub employee group reconvenes to flesh out activities required to meet objectives and competencies required to effectively execute each activity – 1 hour/objective
    • Competencies broken into two groups (price of admission and taught)
    • Selection tools created based on prioritized price of admission competencies
    • Training reviewed to ensure inclusion of all taught competencies
    • Assessments created to measure degree of competence
    • Supervisors taught how to leverage assessment and training resources so that they can help every employee maximize their rewards
    http://www.darinphillips.com
  • Complete Plan http://www.darinphillips.com