The document discusses performance measurement and provides guidance on developing an effective performance measurement plan. It emphasizes the importance of aligning goals and objectives, considering both tangible and intangible factors, and using a four step process of pre-program analysis, design and development, implementation and feedback, and measurement and evaluation. Engagement is key to the success of any performance plan, which should be an ongoing process of communication and assessment.

2. 2
A GOAL WITHOUT
APLAN
IS JUST A WISH
‐ Antoine de Saint‐Exupery

3. 3
PERFORMANCE
MEASUREMENT
PERFORMANCE
MEASUREMENT
What is
it?
What is
it?
Why do
we need
it?
Why do
we need
it?
Big DataBig DataImpactImpact

4. 4
A B C D
A. Yes
B. No
C. Not currently, but
we have in the past
D. We are in the
process of
implementing one

5. 5
The Collaboration Disconnect
Communication Tool for a
Global Community
Using “Big Data” to Drive
Business Decisions

6. 6
What Is Performance Measurement?

7. 7
Don’t Just Look At The Money
Are you measuring
Tangible AND Intangible
performance factors?

8. 8
“What You’re Missing”

9. 9
How Do YOU Measure Performance?
A B C D E
A. Financial Scorecard
B. Performance Reviews
C. Customer
Satisfaction Polls
D. All of the Above
E. Other

10. 10
Are You Getting The Whole Picture?STRATEGIC ELEMENTS
• Views/Mission
• Objectives
• Strategy
• Priorities
• Key Programs
• Resource Allocation
• Goals/Metrics
• Structure
• Roles and
Responsibilities
• Competencies
• Mgmt Process
• Governance
• Incentives/Rewards
• Culture
HUMAN ELEMENTS
• Leadership
• Team Effectiveness
• Commitment
• Motivation
• Communication
• Involvement
• Trust/Respect
ENGAGEMENTDIRECTION ORG DESIGN

11. 11
A Strategy For Aligning Your Strategy
Pre‐Program Analysis
Design & Development
Implementation & Feedback
Measurement & Evaluation
1
2
3
4

12. 12
Mission Objectives Measurements Gaps
Pre-Program Analysis Determines:
1 2 3 4

13. 13
Design & Development
Establish
Objectives
Outline Your
Strategy
Define
Measurements

14. 14
Establish Objectives That Are:
Simple
Specific
Attainable

15. 15
Outline Your Strategy
Ex: Wellness Plan
Performance Standard: Stress
Metric: Blood Pressure Test
Goal: BP 120/80
Performance Standard: Fruit Intake
Metric: nutrient chart
Goal: 5 fruit servings per day
Performance Standard: Endurance
Metric: Timed Cardio
Goal: 5 miles
KPI 3
exercise
KPI 2
food
KPI 1
mind

16. 16
Communicate, Communicate, Communicate
Ongoing
Measurements
& Feedback
Recognition
for achieving
goals and/or
milestones
Implementation
Goals & Objectives
Ongoing
measurements
& feedback
Recognition for
achieving goals
and/or milestones

17. 17
Does Your Organization Provide You With
Consistent Feedback On Your Performance?
Raise Your Hand

18. 18
How Do You Know That You’re
Doing It Right?

19. 19
– Align Goals and Objectives
– Get the whole picture
– Apply the 4 steps:
1. Pre‐Program Analysis
2. Design & Development
3. Implementation & Feedback
4. Measurement & Evaluation
– Engagement is critical to the success of your plan.
– Performance measurement is an ongoing process.

20. 20

21. 21
If you have any further questions about this presentation, or would
like to discuss how QuintLoyalty can help you design an effective
performance measurement plan, please contact:
Donna Chrobak
Email: dchrobak@quintloyalty.com
LinkedIn
Phone: 704‐926‐2710 QuintLoyalty.com

22. 22
• Behn, R. D. Why measure Performance? Different Purposes Require Different Measures. 2003 .
• Bradford, R. (2002). Aligning employees with strategy. Inc.com. Retrieved December 27, 2013, from
www.inc.com/articles/2002/04/24063.html.
• Kaufman, R., Oaklye‐Brown, H., Watkins, R., and Leigh, D. (2003). Strategic planning for success: Aligning people, performance, and
payoffs. San Francisco: Jossey‐Bass.
• Moullin, M. Delivering Excellence in Health and Social Care. Buckingham: Open University Press, 2002. Print.
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• Neely, A. D., Chris Adams, and Mike Kennerley. The Performance Prism: The Scorecard for Measuring and Managing Business Success.
London: Financial Times/Prentice Hall, 2002. Print.
• Office of the Chief Information Officer (OCIO) Enterprise Architecture Program. Treasury IT Performance Measures Guide. U.S.
Department of the Treasury. May 2007
• Pershing, J. A. (2006). Handbook of Human Performance Technology. San Francisco: Pfieffer.
• Slide 11: http://www.zthree.com/performance_alignment.php

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• Watkins, R., Triner, D., and Kaufman, R. (1996). The death and resurrection of strategic planning: A review of Mintzberg’s The rise and fall
of strategic planning. International Journal of Educational Reform, 5(3), 390‐393.
• Read more at http://www.business2community.com/social‐business/collaboration‐project‐management‐social‐business‐2014‐trends‐
watch‐0727305#1RZacqU7u55Twm1Y.99
• Read more: http://www.referenceforbusiness.com/management/Or‐Pr/Performance‐Measurement.html#ixzz2pFwd7j5w
• Read more: http://www.incentivemarketing.org/?page=DevelIncentProg
• Read more: http://www.referenceforbusiness.com/management/Or‐Pr/Performance‐Measurement.html#ixzz2pByhMTYR
• Read more: http://www.ehow.com/how_7291887_define‐kpi‐metrics.html#ixzz2qByy1hF4
• Read more: http://ezinearticles.com/?Defining‐Primary‐Metrics‐‐‐Starting‐Off‐on‐the‐Right‐Path&id=2357418