MeasuringMeasuring
PerformancePerformance
Presented byPresented by
Lena HepworthLena Hepworth
2323rdrd
April 2012April 2012
Message from you
boss!!
The harder you work
the more successful
you will be!!
The smartersmarter you work
the more successful
you will be!!
Busyness
Business
Vs
Lets examine
our business
world today…
Profitable
Action
Activity
Results
Job Descriptions
What are some of the
issues we have with job
descriptions?
Job Description
Performance Results
Description
The Performance Results Description
Organisation Vision /
Mission
Organisation Values
Position/Job Goal
Key Result Areas
S...
Performance Results Description
Is a picture of the what the job looks like when it is
being performed well
• It should be...
Key Result Areas
• Identify the positions Key
Result Areas
• Usually between 5 and 8
KRA’s
• More strategic the role, fewe...
Performance Standards
Key Result Area 1. New Business
Development
I’ll sell as much stuff as I can!!
Performance Standards
• Each KRA has a list of Performance Standards
• These are tangible, measurable conditions that
exis...
Performance Standards
Key Result Area 1. New Business
development
I’ll sell as much stuff as I can!!
1. Open 6 new a/c, ea...
PS ‘Acid Test’ Questions
• Is it SMART?
• Is it within your control?
• Are you measuring results or just quantifying
activ...
Activities and Skills
• Compile lists of the activities and skills within
each KRA that are necessary to the position
• Th...
Key Result Areas Duties and Activities
The activities I must do to accomplish
the key results
Performance Standards
My job...
MeasuringMeasuring
PerformancePerformance
2323rdrd
April 2012April 2012
Your Feedback PleaseYour Feedback Please
Please completePlease complete
thethe
questionnairequestionnaire
we will bewe wil...
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Measuring performance

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Presentation to ACCA members on Performance Management

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Measuring performance

  1. 1. MeasuringMeasuring PerformancePerformance Presented byPresented by Lena HepworthLena Hepworth 2323rdrd April 2012April 2012
  2. 2. Message from you boss!!
  3. 3. The harder you work the more successful you will be!!
  4. 4. The smartersmarter you work the more successful you will be!!
  5. 5. Busyness Business Vs
  6. 6. Lets examine our business world today…
  7. 7. Profitable Action Activity Results
  8. 8. Job Descriptions What are some of the issues we have with job descriptions?
  9. 9. Job Description Performance Results Description
  10. 10. The Performance Results Description Organisation Vision / Mission Organisation Values Position/Job Goal Key Result Areas Standards Activities Skills OrganisationOrganisation LevelLevel Pre-Determined Measurable Results Alignment and focus of individual and organisation IndividualIndividual PerformancPerformanc ee LevelLevel
  11. 11. Performance Results Description Is a picture of the what the job looks like when it is being performed well • It should be viewed from the future looking back • It is not a ‘job description’ it is results not task orientated • It is in sync with the companies vision mission and values • Enables you to remove subjectivity from evaluations • It is ultimately fair to everyone concerned ‘If you can’t measure it you can’t manage it’ Peter Drucker
  12. 12. Key Result Areas • Identify the positions Key Result Areas • Usually between 5 and 8 KRA’s • More strategic the role, fewer KRA’s • Usually two KRA’s you should include are; ‘Professional Development’ and ‘Team Development’ Lets start to identifyLets start to identify our own KRA’s…our own KRA’s… KRA 8 KRA 7 KRA 6 KRA 5 KRA 1 KRA 2 KRA 3 KRA 4
  13. 13. Performance Standards Key Result Area 1. New Business Development I’ll sell as much stuff as I can!!
  14. 14. Performance Standards • Each KRA has a list of Performance Standards • These are tangible, measurable conditions that exist when the KRA is performed well • Standards are focused on results not activities • In review it was or was not done •These standards are negotiated with manager
  15. 15. Performance Standards Key Result Area 1. New Business development I’ll sell as much stuff as I can!! 1. Open 6 new a/c, each with a 100 min 100 employees, each generating a minimum of £8k revenue by 23/4/2013. 2. Coaching programme is launched successfully and run twice before 30/11/2012 with a minimum of 10 participants per class generating minimum £10k profit. 3. Leadership academy has minimum of 10 live users per month with a minimum 5 new users per month added every month ongoing until April 2013.
  16. 16. PS ‘Acid Test’ Questions • Is it SMART? • Is it within your control? • Are you measuring results or just quantifying activities? • Are you striving for perfection? • Words such as ‘many’, ‘effective’, ‘well done’, ‘improved’ are not measurable nor easily agreed upon.
  17. 17. Activities and Skills • Compile lists of the activities and skills within each KRA that are necessary to the position • These need not be measurable but can be used in hiring, training and delegation within the position • Makes candidate selection more simple and logical • You cannot evaluate an employee from this list.
  18. 18. Key Result Areas Duties and Activities The activities I must do to accomplish the key results Performance Standards My job in this key result area will have been satisfactorily completed when Key Skills and Knowledge What I must know how to do in order to reach these results KRA1 FINANCIAL ACCOUNTS •Analyse expenses •Calculate & enter accruals, prepayments, debtors & creditors •Reconcile inter company balances •Audit all balance sheet items (BS) •Produce accounts •Review accounts •Forecast result for remainder of year •Produce management report •Communicate results to management •Attend meetings to present / discuss accounts results •Schedules analysing utility bills completed for each budget holder by 20th of every month. •Accruals, prepayments, debtors & creditors are listed & on sage by 20th of every month •Inter co invoices created & on sage by 20th of every month •BS Control sheets filed on accts file by 20th of each month •Accounts completed & filed in accts file by 20th of every month •Variances to budget documented with reasons by 20th of each mth •Likely effects of variances on remainder of year documented by 21st of every month •Management report completes & filed in accts file by 22nd of each month •Management report delivered to CEO by 22nd of each month •Attended 80% of all accounts meetings & followed up all un-answered questions within 1 week of the meeting. •90% Overall monthly target deadlines met for the completion of monthly accounts •Accounting knowledge •Analytical skills •Sage accounts IT system •Understanding of business •Design Excel spreadsheets •Design Power point presentations •Effective communication & presentation skills
  19. 19. MeasuringMeasuring PerformancePerformance 2323rdrd April 2012April 2012
  20. 20. Your Feedback PleaseYour Feedback Please Please completePlease complete thethe questionnairequestionnaire we will bewe will be collecting thesecollecting these Thank you Meeting Evaluation Meeting Evaluation

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