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Performance Consulting & Training Services
The document outlines a comprehensive performance measurement approach provided by ABM Consult, which includes consulting services, training workshops, and team building aimed at achieving peak performance. Key benefits of the programs include improved business performance, customer satisfaction, and effective leadership through strategic planning and critical competency development. The document emphasizes the importance of setting measurable objectives and utilizing key performance indicators to monitor and enhance organizational effectiveness.
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Performance Consulting & Training Services
- 1. Towards peak performance Aperformance measurement approach ABM Consult Arriffin Mansor Kuala Lumpur 012-2786282 arriffin@gmail.com www.abmconsult.cjb.net
- 2. We help clientsto • Define clear goals and strategies • Identify and develop critical competencies • Design proper performance systems and processes • Develop effective team leadership • Empower employees for greater productivity Towards peak performance 2
- 3. Our programs /interventions • Consulting – Identifying critical competencies – Strategic business plans – Installing Peak peformance framework • Training workshops – core performance competencies – Performance improvement • Team building – A winning team with the right working plans Towards peak performance 3
- 4. The Key benefitsof the programs • Improved bottom line performance • Improved customers satisfaction • Attaining leadership in the industry • Promote continous improvement in all areas • Promoting effective team leadership • Strategic thinking and effective problem solving through a systemetic thought process • Recognising and promoting talent Towards peak performance 4
- 5. Consulting Services 1. Training need analysis 2. Performance audit 3. Strategic business plans 4. Installing performance management system Towards peak performance 5
- 6. Team Building –through performance dynamics • Clear objectives • Identify key result areas to achieve objectives • Choose suitable key peformance indicators • Establish performance targets • Communication • Problem solving • Effective Leadership • Group dynamics Towards peak performance 6
- 7. Performance Framework • Smart objectives • Key result areas • Key Peformance Indicators • Performance targets A must for every job holder Towards peak performance 7
- 8. Critical Gap Analysis– the immediate solutions • ROE chart • KPI calculations • Benchmarking • Industry standards • Internal standards • For both performance and competency gaps Towards peak performance 8
- 9. Managing people withPerformance Management • Performance planning • Performance measurement • Performance appraisal and evaluation • Rewarding performance Towards peak performance 9
- 10. Vision and Strategy Financial Customer Process L and G Strategy- Objectives Translation Process Measures Targets Initiatives Towards peak performance 10
- 11. Some Other Principlesin Performance • Quantifies the Strategies in measurable terms • Strategy is summarized on a Strategy Map over four views of performance (perspectives). • Must capture a cause-effect relationship between strategic objectives over the four perspectives on the Strategy Map. • Critical Components include: -objectives - Measurements - Targets - Initiatives • Everything must be linked: Goals to Objectives, Objectives to Measurements, Measurements to Targets. • Understand the performance chain Towards peak performance 11
- 12. The Measurement Pyramid Goal Strategic/GPRA Goals End-Outcomes Outcome Performance Measures Longer-Term Intermediate Program Outcomes Program Performance Measures Shorter-Term Program Components Intermediate Outcomes Program Component Performance Measures & Outputs Outputs Activities & Inputs Activity Performance Measures Towards peak performance 12
- 13. ENSURE THE RIGHTKPIS BEING USED / APPLIED • Let me suggest four possible types of KPIs: 1. Input phase • Labour Hours 2. Process phase • Material used per unit 3. Output Phase • Production cost per unit. 4. Outcome phase • Return calculation Towards peak performance 13
- 14. A TOTAL PERFORMANCEAPPROACH Return on Assets (ROA) Sales Identifying Critical Gross Margin $ 100.00 performance gaps $ 20.00 Net Profit Subtracted by $ 2.00 Subtracted by $ 80.00 Net Profit Margin $ 18.00 0.02 Divided by COGS Total Expenses $ 100.00 Return On Assets Inventory Sales 13 0.05 Times Sales $ 100.00 Added to Current Assets 2.5 Divided by 30 $ 13.00 Asset Turnover $ 40.00 Accounts Receivable Added to Total Assets 10 Added to 4 Fixed Assets Other Current Assets 14 Towards peak performance
- 15. Strategy Map: Capturea Cause Effect Relationship from the Bottom Up Stakeholder More rapid and Improved Returns on accessible services Investments Internal Process Economic Model Reduce Re-Activities thru Establish Web Based Process ABC/M Self Services & Growth Learning Expand Global Leadership Knowledge Facility Reach Development Management Investments Facilities and Fixed IT Infrastructure Assets Human Capital Towards peak performance 15
- 16. TNA : NewSkills, knowledge and Attitudes Building competencies and retaining talent In order for our employees to perform differently, what kind of new Skills, Knowledge and Attitudes they need to have? Existing Required •Skills • Skills •Knowledge • Knowledge •Attitudes • Attitudes Towards peak performance 16
- 17. Mapping Purpose tothe Systems Model INPUT OUTPUT ANALYSIS C. Operational Community Purpose - Challenging Outcome A. Training Community Purpose - Checking C Performance 8. Estimate Value A Input Output Process Learning Programme 7. Changes in Practice 3. Candidates 4. Changes in Knowledge and Skills 5. Changes in Behaviour 6. Changes in Support Environment Performance Problem B 1. Establish the Need 2. Set success Criteria B. Operational Community Purpose - Steering Towards peak performance 17
- 18. GRAPHIC ILLUSTRATION OFA PERFORMANCE AREA ROA as a KPI for the CEO 105% 600 200 1010% A 500 Before 100 S 400 Ă Industry Standards S 300 ß 1020% E č 50 200 After T S 100 0 0 10 20 30 40 50 PROFITS 18
- 19. EXAMPLE OF THESALESMANAGER PERFORMANCE INDICATOR Sale per ringgit Advertising Advertising Sales/advertising KPI2 After Before Before After Sales 19 19
- 20. EXAMPLES OF IMPROVEMENTPROGRAMS IMPROVEMENT MODELS MICRO - input output MACRO - ROE Chart dimension • Departmental strength and • Individual Strength and weaknesses weaknesses • Benchmark against industry • Benchmark against industry standards standard • Cascading the targets • Root cause analysis • Performance improvement • Performance appraisal metrics • Performance network • Strategic mappings • Competency gaps • Team buildings Towards peak performance 20
- 21. 5 steps inevaluating performance impact Step 1 – determine performance objectives Step 2 – accumulate input costs Step 3 – compute realistic key performance indicators Step 4 – obtain the output benefits / income Step 5 – Calculate the ROI Towards peak performance 21
- 22. CORPORATE COMPETENCE Learning tasks- build the following business performance models. • Corporate Plans • Marketing plans • Operation plans • Staff plans • Financial Plans A must for all companies Towards peak performance 22
- 23. Our services -a summary • Consulting – Training need analysis – Performance Audit – Develop effective business plans – Install the performance management system • Seminars / Workshops – Performance improvement – 2 day – Business Metrics – 2 day • Team building – A winning, efficient and effective teams Towards peak performance 23
- 24. EVERY ONE CANBE BETTER The End © Arriffin 012-2786282 Kuala Lumpur, Malaysia