The document discusses 4 steps for building an effective performance measurement plan:
1. Conduct a pre-program analysis to identify strategic objectives and any performance gaps. This includes defining the organization's mission statement and strategic goals.
2. Design and develop the plan by defining specific and measurable goals and objectives for each functional area to close any performance gaps.
3. Implement the plan and provide feedback to employees on their performance and how it impacts strategic goals.
4. Continuously measure and evaluate performance to ensure goals are being met and make adjustments to the plan as needed. Following these steps will result in improved organizational performance and a competitive advantage.
This is the first in a five part series on Strategy Execution. The series is comprised of:
1. Strategy Execution
2. Using Metrics to Define Success
3. Job Design and Delegation
4. Performance Management and Communication
5. Coaching and Motivation
Strategy to Execution: Tips to Execute Your Strategy With Excellence.Avi Mizrahi, MBA, BBA.
Strategy is sexy. Execution is really difficult. Perhaps that's why so many strategic initiatives fail. I believe that transitioning from strategy to execution is the biggest challenge facing today's organizations. Execution is a leader's job and this presentation will lay out a practical approach to ensure your strategy is executed with excellence.
This is the first in a five part series on Strategy Execution. The series is comprised of:
1. Strategy Execution
2. Using Metrics to Define Success
3. Job Design and Delegation
4. Performance Management and Communication
5. Coaching and Motivation
Strategy to Execution: Tips to Execute Your Strategy With Excellence.Avi Mizrahi, MBA, BBA.
Strategy is sexy. Execution is really difficult. Perhaps that's why so many strategic initiatives fail. I believe that transitioning from strategy to execution is the biggest challenge facing today's organizations. Execution is a leader's job and this presentation will lay out a practical approach to ensure your strategy is executed with excellence.
So you want to upscale your business? It’s one of the most common goals of companies, I can’t blame you. Especially startups are defined by their ‘yet to be planned and executed’ scaling phase and pursue to exit their state as startup and become a stable business with a sustainable and viable business model as well as the options for upscaling. But just to pull you back to reality, neglecting the trends, upscaling is not a goal – it’s a potential necessity to achieve your goals. So first think about this: Why do you want to upscale your business?
Is Strategic Planning really worth the effort? And is it needed in all types and sizes of organizations? We demonstrate 3 ways that Strategic Planning improves business performance and provide tips on how to use effectively.
The best way to write a management report is to describe the company’s management structure in 10 to 20 pages. Name the board members and explain the company’s ownership policies. Introduce all management members and present the strengths of each team member. Then, write out workplace policies and procedures. Send the management report to the company’s bank, investors, or fundraising bodies. For more tips from our Financial Reviewer, like how to outline, format, and revise your plan, read on!
Strategy Execution
Success = Strategy + Execution
Do You Want to Crush your Sales Numbers? Strategy execution is the key to competitive advantage.
Then why are you spending so much time on building marketing plans compared to the time you spend on planning sales execution? The magic is in the execution!
Learn my 5 Step process to turning strategy into sales.
I can be reached at steven@starrseults.com or https://www.starresults.com/strategy-execution/
Regards,
Steven Rosen
In this three-part ebook, discover why strategic planning is a game changer for any company.
Get leadership insights on how to bring strategy alive and gain buy-in, as well as real-life tips on implementation.
With a solid strategic plan, companies can be proactive rather than merely reacting to situations as they arise. Being proactive enables organizations to keep up with the ever-changing trends in the business and always stay one step ahead of the competition.
So you want to upscale your business? It’s one of the most common goals of companies, I can’t blame you. Especially startups are defined by their ‘yet to be planned and executed’ scaling phase and pursue to exit their state as startup and become a stable business with a sustainable and viable business model as well as the options for upscaling. But just to pull you back to reality, neglecting the trends, upscaling is not a goal – it’s a potential necessity to achieve your goals. So first think about this: Why do you want to upscale your business?
Is Strategic Planning really worth the effort? And is it needed in all types and sizes of organizations? We demonstrate 3 ways that Strategic Planning improves business performance and provide tips on how to use effectively.
The best way to write a management report is to describe the company’s management structure in 10 to 20 pages. Name the board members and explain the company’s ownership policies. Introduce all management members and present the strengths of each team member. Then, write out workplace policies and procedures. Send the management report to the company’s bank, investors, or fundraising bodies. For more tips from our Financial Reviewer, like how to outline, format, and revise your plan, read on!
Strategy Execution
Success = Strategy + Execution
Do You Want to Crush your Sales Numbers? Strategy execution is the key to competitive advantage.
Then why are you spending so much time on building marketing plans compared to the time you spend on planning sales execution? The magic is in the execution!
Learn my 5 Step process to turning strategy into sales.
I can be reached at steven@starrseults.com or https://www.starresults.com/strategy-execution/
Regards,
Steven Rosen
In this three-part ebook, discover why strategic planning is a game changer for any company.
Get leadership insights on how to bring strategy alive and gain buy-in, as well as real-life tips on implementation.
With a solid strategic plan, companies can be proactive rather than merely reacting to situations as they arise. Being proactive enables organizations to keep up with the ever-changing trends in the business and always stay one step ahead of the competition.
Azoteq high sensitivity allows them to provide unique features for headphones and earphones
Proximity detection, several fingers gestures, snap key combined with trackpad and high performance on small sizes are features that are feasible with Azoteq technology
Eskişehir Osmangazi Üniversitesi, Eğitim Fakültesi, Bilgisayar ve Öğretim Teknolojileri Eğitimi Bölümünde açılan İnternet Tabanlı Programlama ders notları. Temel HTML Etiketleri - Tablo, Form
Ashford 5: - Week 4 - Assignment
Human Resource Planning and Organizational Strategy
In a four- to five-page paper (excluding the title and references pages), discuss the relationship between human resource planning activities and the organization’s strategic development and implementation. Describe the eight elements of the staffing process. Examine the relationship between the eight elements of the staffing process and the four activities related to human resource planning.
Based on the information presented in Figure 10.5, review the human resource planning process and the previous readings from Chapters 4 and 8. Explain the relationship between the four activities of human resource planning and the organization’s strategic planning, development, and implementation.
Your paper should include in-text citations and references for at least three scholarly sources, in addition to the text, and be formatted according to APA style as outlined in the
Ashford Writing Center
.
Carefully review the
Grading Rubric
for the criteria that will be used to evaluate your assignment.
FIGURE 10.5 Human resource planning process
(Plunkett 330-331)
Plunkett, Warren R., Gemmy Allen, Raymond Attner. Management. Cengage Learning, 01/2012. VitalBook file.
CHAPTER 4 PLANNING AND STRATEGY
LEARNING OBJECTIVES
After studying this chapter, you should be able to:
1 Explain the importance of planning
2 Differentiate between strategic, tactical, operational, and contingency plans
3 List and explain the steps in a basic planning process
4 Discuss various ways to make plans effective
5 Distinguish between strategic planning, strategic management, strategy formulation, and strategy implementation
6 Explain the steps involved in the strategic planning process
7 Explain the formulation of corporate-level strategy, business-level strategy, and functional-level strategy
SELF-MANAGEMENT
Strategic Thinking
What do you want to accomplish with your life? To be successful, you need to be proactive, look ahead, anticipate change, and analyze opportunities. In other words, you need to plan and think strategically. This will help you to determine the potential impact of your actions on other individuals. As a result you will make better decisions.
Strategic thinking involves the gathering and use of data to make significant long-term decisions that will affect future business performance. This process requires examination of the mission, core functions and current performance of a business, the industry in which it operates, and the external environment. An important step in becoming a manager is to think strategically. For each of the following statements, circle the number which indicates your level of agreement. Rate your agreement as it is, not what you think it should be. Objectivity will enable you to determine your management skill strengths and weaknesses.
Almost Always
Often
Sometimes
Rarely
Almost Never
I set clear goals for myself.
.
3 Proven Methods to Optimize Your 2018 Strategy and Goals through Culture and...Paige Pulaski
Change management is done through culture. Understanding the strengths of your human capital is imperative to fully implementing a plan and expecting successful execution. As you’re investing time, energy and budget into planning for 2018, you should be asking questions such as, “Do our current employees have the right skills? Do we have the right people in the right roles? If not, how do we remove these barriers?”
You’re checking the most important box – getting a plan in place that, when executed, will propel your organization to the next level. However, many organizations are failing to run the proper diagnostic before implementation to make sure all your assumptions are, in fact, true and in working order. Optimizing your plan is imperative, but execution in 2018 looks bleak without optimizing your workforce first.
In this webinar recording, Tanya Bakalov of BetterSkills, Inc. discusses how to achieve the most success with your plans for 2018 by giving three ways to fully assess the teams you’re trusting to execute.
You will learn how to:
>> Gauge the “do-ability” of your plan with your organization’s current skills
>> Delegate initiative assignments to use each employee in their best capacity
>> Motivate employees to be agents of change and dedicated to your organization’s success
Turn data into action and employees into advocates. This guide will help you discover the power of an action plan, as well as how to create and execute a plan that makes measurable improvements to your employee experience.
PERFORMANCE MANAGEMENT kerala UniversityPOOJA UDAYAN
Various methods to evaluate performance at Individual & Team Levels , Team Performance, Performance of Learning Organizations and Virtual Teams: Team Performance Management.
Kaplan and Norton's Balanced Scorecard approach encourages businesses to analyze and report performance based on four key perspectives - financial, customers, internal processes and organisational capacity.
This short presentation provides an overview of the balanced scorecard model.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
1. BROUGHT TO YOU BY:
866.855.6733
STRATEGIC PERFORMANCE MEASUREMENT:
4 STEPS TO BUILDING AN EFFECTIVE
PERFORMANCE MEASUREMENT PLAN
Donna Chrobak
Vice President QuintLoyalty
2. “Companies
can increase
performance
levels across
the entire
organization
in ways that
positively
impact
results.”
STRATEGIC PERFORMANCE MEASUREMENT:
4 STEPS TO BUILDING AN EFFECTIVE
PERFORMANCE MEASUREMENT PLAN
In
today’s changing business environment,
and the often volatile economic climate businesses
are facing, many organizations are searching for new
and innovative ways to improve the performance results of their
organization and gain a competitive advantage in the marketplace.
One of the biggest challenges many organizations face in achieving
these objectives, however, is that they are not always clear in their
strategic direction. While most organization invest significant amounts
of time and money in the development of strategic plans that outline
their ambitions, more often than not, these documents are left on
bookshelves to gather dust rather than being used by employees as
guides for daily decision making (Pershing, 2006).
The purpose of this paper is to discuss how organizations can
positively impact their financial results and gain a competitive
advantage by implementing a strategic performance measurement
plan that aligns their employee’s performance across all functional
areas of the organization with its strategic goals and objectives. By
investing in, what is quickly being realized as an organizations most
important asset, it’s employees, companies can increase performance
levels across the entire organization in ways that positively impact
bottom line results and, at the same time, build a competitive
advantage that will be difficult for competitors to duplicate.
THE GOAL OF PERFORMANCE MEASUREMENT
Performance measurement is primarily about managing results.
The goal is to give employees the tools to make sound business
decisions and to help them understand how these decisions impact
the organization’s ability to achieve its strategic goals and objectives.
Research shows that, when employees understand the impact their
work has on the organization as a whole, they feel more invested in
the company and tend to make better business decisions. And when
they know that their improved performance is being recognized, they
become more engaged because they feel more personal accountability
towards the success of the organization.
2
3. “Following
these steps
will ensure
that your plan
is built on a
solid design
structure. ”
THE KEY TO AN EFFECTIVE PERFORMANCE MEASUREMENT PLAN
You must understand what measureable behaviors impact your
organization’s ability to achieve its strategic and tactical goals and
objectives, and then design a plan that measures, analyzes, and
provides feedback on the data, and is flexible enough to be adjusted
when necessary. A recent study by the Pew Research Center (Morin,
2014) found that bosses are happier than their employees. You might
think that’s a no brainer since bosses typically make more money,
but the study also showed that other intangible measurements like
more autonomy, more authority to make decisions, and a better
understanding of the big picture and how their job impacts the
organization contributes significantly towards their happiness. So
why wouldn’t we want to incorporate these intangibles throughout the
organization?
CREATING A PERFORMANCE MEASUREMENT PLAN
How then do you go about creating a performance measurement
strategy that drives organizational objectives, builds a culture of
collaboration and engagement, gives employees the tools they
need to make good business decisions, and positively impacts your
organization’s financial performance? Outlined here are 4 basic
steps that any organization can follow when implementing a strategic
performance measurement plan. Following these steps will ensure
that your plan is built on a solid design structure that defines and
communicates key objectives, delivers clear and consistent feedback,
provides flexibility to grow with your organization, and most importantly,
provides measureable results.
IMPORTANT POINTS TO REMEMBER
It is important to remember that each organizations goals and
objectives are different, as are the variable elements that will impact
their ability to achieve them. You don’t necessarily want to follow
another organization’s plan, or what your competitors are doing
because your processes may be very different and will impact how you
align your goals and objectives. While these steps may seem basic
and simple, very often organizations will begin the process, and get
through 1 or 2 of these steps, skip a step, or not complete the step
accurately, and then wonder why their plan did not accomplish its
goals. It is important, therefore, to follow the steps in order and through
completion, even if some of the work has already been done.
3
4. STEP 1: PRE-PROGRAM ANALYSIS (ASSESSMENT)
Whether your organization already has a strategic performance
measurement plan in place or you are in the beginning stages of
developing one, it’s always important to start with a pre-program
analysis. It will help you understand where performance gaps lie,
how they are impacting your organization, and whether or not they
are currently being measured effectively (or even being measured
at all), and will set the stage for defining an effective performance
measurement plan.
CLEARLY DEFINE THE MISSION STATEMENT
A mission statement defines what an organization is, why it exists, its
reason for being. At a minimum, your mission statement should define
who your primary customers are, identify the products and services you
produce, and describe the geographical location in which you operate
(Entrepreneur).
If You Don’t Have a Mission Statement
Create one by writing down in one sentence what the purpose of your
business is. Ask two or three of the key people in your company to
do the same thing. Then discuss the statements and come up with
one sentence everyone agrees with. Once you have finalized your
mission statement, communicate it to everyone in the company.
If You Already Have a Mission Statement
You will need to periodically review and possibly revise it to make
sure it accurately reflects your goals as your company and the
business and economic climates evolve. If your review results in a
revision of the statement be sure everyone in the company is aware
of the change (Entrepreneur).
4
PRE-PROGRAM
ANALYSIS
1. Clearly Define the
Mission Statement
2. Identify the
Organization’s
Strategic Objectives
DESIGN &
DEVELOPMENT
Objectives Should Be:
• Simple
• Specific
• Attainable
IMPLEMENTATION
&
FEEDBACK
MEASUREMENT
&
EVALUATION
4 STEPS TO IMPLEMENT A STRATEGIC PERFORMANCE MEASUREMENT PLAN
“It’s always
important to
start with a
pre-program
analysis.”
5. “Your mission
is your
destination
and your
strategic
goals are
your road
map on how
to get there.”
5
IDENTIFY THE ORGANIZATION’S STRATEGIC OBJECTIVES
Using the mission statement as a guide, define at the macro level, or
the organization as a whole, what your organizations key goals and
objectives are. For example profitability, market share, quality, and
innovation, may be some of your organizations strategic objectives.
Then determine:
a. Which strategic objectives are not being achieved
(performance gaps),
b. Whether or not the are being measured (results), and
c. If they are being measured, how? (metrics)
Think of it in terms of planning a road trip. Your mission is your
destination and your strategic goals and objectives are your road
map on how to get there. Doing a pre-program analysis is like figuring
out where the construction or heavy traffic is so you know how and
where you may have to change your route to successfully reach your
destination.
STEP 2: DESIGN AND DEVELOPMENT
Once you’ve identified whether or not there are performance gaps,
you can begin to design and develop your plan for closing them. This
is where we identify what specific goals and objectives need to be
accomplished for each of the functional areas of the organization,
define the metrics that will be used to measure progress towards
achieving them, and identify or define the processes around these
metrics and determine how they will be measured.
These steps are each important to assure the compatibility of
performance measures across all functional areas. If a measurement
in one area of the organization negatively impacts or prevents the
accuracy of measurements in another area, then your performance for
that area will not be in alignment with the strategic objectives because
it is offsetting the alignment in another area.
6. 6
“You need
to ensure
that each
objective
is simple,
specific and
attainable.”
DEFINE YOUR PROGRAM’S OBJECTIVES
Start by developing an understanding of each functional area’s role
as it relates to the performance gaps and develop specific goals and
objectives that will close the gaps. When defining your program’s
objectives you need to ensure that each one is simple, specific and
attainable.
• “Simple” means you should make sure to use terms that
everyone understands, and have a goal that is concise and
clearly outlines what you want them to do and how you want
them to do it.
• Be specific in defining your objectives. Make sure that they are
not open to interpretation. It is human nature to want to do a
good job. When your employees understand what they are
working to accomplish and the impact it has on the success of
the organization, they feel a deeper connection with their work
and are more inclined to take ownership of the task and
become more engaged.
• Make sure your goals are attainable by everyone in your
target audience. If your employees feel like the cards are
stacked against them and they can’t win, they may become
frustrated with the plan and simply continue to perform at their
current level, or worse become disengaged.
KEY PERFORMANCE INDICATORS
Once your goals have been defined, begin outlining your strategy by
defining the Key Performance Indicators (KPI’s) and metrics that you
will measure performance by. KPI’s are tools that companies use to
measure business success, such as increased sales, higher customer
satisfaction ratings, employee wellness, etc. These indicators should
be clearly defined and must be measurable in order to identify changes
in results. By tracking these measurements, a company can tell which
areas of its organization are performing well and which are not, and
where it needs to make adjustments to align the KPI’s more closely to
organizational goals & objectives.
Next, choose a standard of performance for each KPI. Select functions
that can be consistently monitored over a period of time. For example
in a customer service department, it might be calls taken per hour.
Choose a metric for each KPI. This is a benchmark upon which you will
base your performance.
7. 7
For example, if you are evaluating a KPI to measure sales, select a
factor such as volume, percentage or profit margin as the metric by
which to measure it. The metrics should be measurable over a period
of time - not just a small block of it, and like everything else, should be
aligned to organizational goals and objectives.
Lastly, define the goal that you want to reach for each KPI. This might
be based on historical data and may include a comparison to a prior
period, or it may be based on numbers needed to break even. For
example, you may choose to monitor the quarterly increase in sales
percentage by year. A target, such as “a 12 percent increase,” will
help direct the organization toward a common goal and increase the
likelihood of success.
STEP 3: IMPLEMENTATION AND FEEDBACK
For your plan to be effective, your employees must first understand
what you expect them to do, how you expect them to do it, and why
you want it done. Once you have your plan defined, communication
becomes critical to making it a success. Communicate strategic
objectives and performance goals at all levels of the organization.
Then monitor the program to ensure that employees are engaged and
actively working towards performance goals.
COMMUNICATION, COMMUNICATION, COMMUNICATION
The target group needs clear, consistent communication and timely
feedback on measurement of their performance. You can’t just
communicate at the beginning of the program and then expect
employees to carry out the plan. Think back to the road trip example.
When you plug an address or a destination into your navigation
system, it doesn’t just spit out all of the directions to you at once and
then shut off. It confirms where you’re going, gives you the directions
step by step, lets you know when there are traffic cameras ahead or
when you are going over the speed limit, corrects your course when
you make a wrong turn, finds a new route if you encounter a road
block, and lets you know when you’ve arrived at your destination.
An effective communication plan should do the same thing for
your performance measurement strategy. It should continually help
employees move toward the desired behavior or performance, let
them know when they are veering off course, modify the plan when
necessary, and let them know when they’ve accomplished their goals.
“Once you
have your
plan defined,
communication
becomes
critical to
making it a
success.”
8. 8
STEP 4: MEASUREMENT AND EVALUATION
When performance measurements are working effectively, they let
us know:
• How well we are doing
• If we are meeting our goals
• If our customers are satisfied
• If our processes are effective and efficient and,
• If and where improvements are necessary
I’ve helped design and implement a lot of performance improvement
programs over the years and have learned a lot about the right way
and the wrong way to measure performance. One of the biggest
lesson’s I’ve learned, and something that I’ve encountered over and
over again, is that you cannot rely on financial performance as the sole
indicator of organizational success.
Traditional financial measures are better at measuring the
consequences of yesterday’s actions than at projecting tomorrow’s
performance. To get the whole picture we must measure both tangible
and intangible factors.
Traditional financial measures
are better at measuring the
consequences of yesterday’s
actions than at projecting
tomorrow’s performance.
9. 9
JUST THE TIP OF THE ICEBERG
Most people however, only see the tip of the performance
measurement iceberg - and that’s why their measures fail. They do
not see or consider the underlying factors that impact the delivery of
those results such as the Mission, Strategic Goals and Objectives, the
Environment, the Attitude, Beliefs and Values of their employees and
the organization, employees Skills and Knowledge levels, and what
Motivates their employees. In fact, gauging organizational performance
on financial results only, can often lead to negative consequences
(Inman). By looking at just financial measures, not only do you limit
yourself to the past, but you’re unable to recognize the effort that is
happening in your organization at the present. You miss the opportunity
to measure and replicate the behaviors that ultimately lead to success.
EVALUATE YOUR PERFORMANCE MEASUREMENTS
Evaluate whether your performance measurements are moving your
company towards its organizational goals and objectives. Are the
performance gaps closing? Are all functional areas of the organization
achieving the goals defined by the strategic plan? A performance
measurement strategy doesn’t have a start and end date. It is an
ongoing process that requires consistent measurement and evaluation.
As the program progresses and you begin to see positive results,
remember:
• Document best practices and incorporate them into your training
programs. This way, as new employees are hired, you can build
these into your hiring practices, and train new employees correctly
from the start.
• Continually review the metrics and measurements as the
corporate environment and economy changes and make revisions
when necessary. We’re living in uncertain economic times, and
technology has lowered the barrier to entry in many markets.
Economic and competitive landscapes can change frequently.
• Periodically reevaluate whether or not your goals and objectives
are still appropriate. Ensuring that your goals and objectives stay
aligned requires consistently monitoring these factors and
adjusting your plan when necessary.
“Gauging
organizational
performance
on financial
results only,
can often lead
to negative
consequences.”
10. 10
If you would like to discss 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
connect with us
11. 11
REFERENCES
1. Behn, R. D. Why measure Performance? Different Purposes Require Different Measures.
2003.
2. Bradford, R. (2002). Aligning employees with strategy. Inc.com. Retrieved December 27,
2013, from www.inc.com/articles/2002/04/24063.html
3. Inman, R. A. Performance Measurement. Reference for Business. Retrieved January 21,
2014 from http://www.referenceforbusiness.com/management/Or-Pr/Performance-Measure-
ment.html
4. Kaufman, R., Oaklye-Brown, H., Watkins, R., and Leigh, D. (2003). Strategic planning for
success: Aligning people, performance, and payoffs. San Francisco: Jossey-Bass.
5. Moullin, M. Delivering Excellence in Health and Social Care. Buckingham: Open University
Press, 2002. Print.
6. Moullin, M. “Performance Measurement Definitions. Linking Performance Measurement and
Organizational Excellent.” Emerald. International Journal of Health Care Quality Assur-
ance, 2007. 20:3,pp. 181-183.
7. 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.
8. Office of the Chief Information Officer (OCIO) Enterprise Architecture Program. Treasury IT
Performance Measures Guide. U.S. Department of the Treasury. May 2007
9. Pershing, J. A. (2006). Handbook of Human Performance Technology. San Francisco:
Pfieffer.
10. Slide 11: http://www.zthree.com/performance_alignment.php
11. 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.
12. Read more at http://www.business2community.com/social-business/collaboration-project-
management-social-business-2014-trends-watch-0727305#1RZacqU7u55Twm1Y.99
13. Read more: http://www.referenceforbusiness.com/management/Or-Pr/Performance-Mea-
surement.html#ixzz2pFwd7j5w
14. Read more: http://www.incentivemarketing.org/?page=DevelIncentProg