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.

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Leveraging Balanced Performance Objectives

  1. 1. 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
  2. 2. Objectives <ul><li>Drive constructive behaviors that produce desired results </li></ul><ul><li>Assist company leaders in the selection and development of team members </li></ul><ul><li>Identify and reward top performers </li></ul>http://www.darinphillips.com
  3. 3. 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
  4. 4. 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
  5. 5. Steps <ul><li>Bring small groups of hub employees (boss, peer, two in role, subordinate) together to define 3-5 most important objectives – 2 hours </li></ul><ul><li>Peer review of resulting objectives with focus on what is observable/measurable and potentially undesired behaviors that will be encouraged – 2 hours </li></ul><ul><li>Identify means by which objectives can be measured and reported; develop reward and recognition program </li></ul><ul><li>Manually record and discuss with employees while automated dashboard created </li></ul><ul><li>Turn on dashboard and continue to coach employees </li></ul><ul><li>Initiate reward and recognition program </li></ul><ul><li>Review program effectiveness every 90 days </li></ul><ul><li>Revise metrics every 18 to 24 months </li></ul>http://www.darinphillips.com
  6. 6. Plan http://www.darinphillips.com
  7. 7. Next Steps <ul><li>Hub employee group reconvenes to flesh out activities required to meet objectives and competencies required to effectively execute each activity – 1 hour/objective </li></ul><ul><li>Competencies broken into two groups (price of admission and taught) </li></ul><ul><li>Selection tools created based on prioritized price of admission competencies </li></ul><ul><li>Training reviewed to ensure inclusion of all taught competencies </li></ul><ul><li>Assessments created to measure degree of competence </li></ul><ul><li>Supervisors taught how to leverage assessment and training resources so that they can help every employee maximize their rewards </li></ul>http://www.darinphillips.com
  8. 8. Complete Plan http://www.darinphillips.com

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