measuring performance why measures:- what can not be measures - it cannot be managed
TRANSCRIPT
Measuring Performance Measuring Performance
Why Measures:-
What can not be measures - it cannot be managed.
Appropriate Performance Appropriate Performance Measures Measures
Measures must ensure customer requirements
Measures provide standard for comparison
Provides score board for people to monitor their own performance levels.
Highlights Quality problems and areas require priority attention.
Cost of poor quality
Justifies use of resources
Provides feed back for driving the improvement efforts
Rules of planning a Rules of planning a Measurement SystemMeasurement System
Rule 1 :- Clearly identify your purpose of measuring
Reporting Measures –
Control Measures – Measures are sources of motivation
Rules of planning a Rules of planning a Measurement SystemMeasurement System
Rule 2 :-
Choose an appropriate balance between individual and group measures – Team Measures / Cross functional measures.
Rule 3 :-
Measures all the key elements of performance – PQCDSM .
Measures adequately describes good / bad performance
Leverage points
Rules of planning a Rules of planning a Measurement SystemMeasurement System
Rule 4:-
Be sure the measures adequately reflect the customers point of view whether the customer is external / Internal
Rule 5:-
Use care in generating competitive bench marks
Rule 6:-
Give some time to tedious technical adjustments.
Rules of planning a Rules of planning a Measurement SystemMeasurement System
Rule 7:-
Develop / Modify the system as participatively as possible.
Rule 8:-
Cost / Benefit analysis applies to data availability
Rule 9:-
If strategies change, measures can change too.
Rule 10:-
Performance improvement is a long term process; Top Management
patience is needed torrarol newly measured results.
Goal SettingGoal Setting
ObjectivesObjectives
►Describe the benefits of goal-settingDescribe the benefits of goal-setting►Explain the difference between goals and Explain the difference between goals and
objectivesobjectives►List the criteria for good goalsList the criteria for good goals►Explain the 4 steps of the goal setting Explain the 4 steps of the goal setting
processprocess►Detail the relationship between goals and Detail the relationship between goals and
performanceperformance►Explain the benefits of mutually-set goalsExplain the benefits of mutually-set goals
Benefits of Goal SettingBenefits of Goal Setting
►Provides a tool for assessmentProvides a tool for assessment Encourages objective appraisalsEncourages objective appraisals
► Improves employee performanceImproves employee performance Sense of accomplishmentSense of accomplishment Increased employee moraleIncreased employee morale
►Provides directionProvides direction
Goals vs. Objectives...Goals vs. Objectives...
►GoalsGoals Organization goals provide frameworkOrganization goals provide framework Provide guidelines for departmentsProvide guidelines for departments
►Set objectives within this frameworkSet objectives within this framework
►Objectives Objectives More specificMore specific ““What by when” statementsWhat by when” statements
OverarchingGoals
(Aspirations)
SuperordinateGoals
(Motives)
PersonalPractices
Performance
Effort
Response to Supervision
Scripts•Follower Behavior•Self-Messages•Corporate Lore
Personal Practices
How Aspirations Become Translated into Performance
Mission
Vision
Values
Departmental Goals
Work-Group Goals
Individual Goals
Monitor
Feedback
Rew
ard
Set
Getting Started...Getting Started...
►Discuss purpose of goal settingDiscuss purpose of goal setting i.e. Company wide changesi.e. Company wide changes
►Explain the processExplain the process Employee & manager establish goalsEmployee & manager establish goals Create mutual goalsCreate mutual goals
►Explain how goals will be usedExplain how goals will be used►Provide examples of goals for employeeProvide examples of goals for employee
SMARTER GoalsSMARTER Goals
►SpecificSpecific►MeasurableMeasurable►AchievableAchievable►RelevantRelevant►TimelyTimely►EffectiveEffective►ReinforcingReinforcing
SpecificSpecific
►Uses specific terms rather than vague, Uses specific terms rather than vague, abstract onesabstract ones InappropriateInappropriate: Employees will be : Employees will be
empoweredempowered AppropriateAppropriate: Employees will be : Employees will be
authorized to make more decisionsauthorized to make more decisions
MeasurableMeasurable
► Includes some method for objectively Includes some method for objectively measuring their achievementmeasuring their achievement InappropriateInappropriate: Consumers will be : Consumers will be
delighteddelighted AppropriateAppropriate: We will receive at least 12 : We will receive at least 12
unsolicited testimonials from our unsolicited testimonials from our consumers expressing positive reactions consumers expressing positive reactions to our servicesto our services
AchievableAchievable
► Is challenging but realisticIs challenging but realistic InappropriateInappropriate: All consumers will be : All consumers will be
seen by a counselor within 2 days of seen by a counselor within 2 days of intakeintake
AppropriateAppropriate: Seventy-five percent of : Seventy-five percent of consumers will be seen by a counselor consumers will be seen by a counselor within 2 months of intakewithin 2 months of intake
RelevantRelevant
►Follows the business strategy of the Follows the business strategy of the organization and unitorganization and unit OrganizationOrganization goalgoal: Increase competitive : Increase competitive
placements by 30 percentplacements by 30 percent InappropriateInappropriate: Increase competitive : Increase competitive
placements by 5 percentplacements by 5 percent AppropriateAppropriate: Increase competitive : Increase competitive
placements by 30 percentplacements by 30 percent
TimelyTimely
►Specifies a time period (short-, Specifies a time period (short-, medium-, or long-term)medium-, or long-term) InappropriateInappropriate: Reduce the size of the : Reduce the size of the
waiting list by 10% waiting list by 10% AppropriateAppropriate: Reduce the size of the : Reduce the size of the
waiting list by 10% during the first two waiting list by 10% during the first two quartersquarters
EffectiveEffective
►Focuses on critical factors and avoids Focuses on critical factors and avoids trivial onestrivial ones InappropriateInappropriate: Use fewer paperclips: Use fewer paperclips AppropriateAppropriate: Fully implement agency : Fully implement agency
policy on consumer choice by the end of policy on consumer choice by the end of the yearthe year
ReinforcingReinforcing
►Subsequent goals in a list reinforce Subsequent goals in a list reinforce previous goals, and do not contradict themprevious goals, and do not contradict them First goal on a listFirst goal on a list: Reduce the amount of : Reduce the amount of
paperwork in the departmentpaperwork in the department Inappropriate second goalInappropriate second goal: The paperwork : The paperwork
reduction committee will distribute copies of its reduction committee will distribute copies of its final report to all employees.final report to all employees.
Appropriate second goalAppropriate second goal: The paperwork : The paperwork reduction committee will post a one-page reduction committee will post a one-page summary of its final report on the notice board, summary of its final report on the notice board, and put the full text on the company intranet.and put the full text on the company intranet.
ActivityActivity
Generating Goals...Generating Goals...
► Meet to discuss goalsMeet to discuss goals Let employee go firstLet employee go first Provide positive Provide positive
reinforcement for goalsreinforcement for goals
► Establish a combined Establish a combined set of goalsset of goals Increases success of Increases success of
obtaining goalsobtaining goals
Monitoring the Process...Monitoring the Process...
►Joint agreementJoint agreement Measuring & monitoring progressMeasuring & monitoring progress
►e.g., “review placements every 2 weeks and compare e.g., “review placements every 2 weeks and compare to target placement figures”to target placement figures”
►Assess progress toward reaching goalAssess progress toward reaching goal Make any necessary adjustmentsMake any necessary adjustments
Goal Setting...Goal Setting...
► Create the needCreate the need► Introduce the processIntroduce the process► Generate goalsGenerate goals► Measure & monitorMeasure & monitor
The effort will pay off!!!The effort will pay off!!!
Dangers of Goal-SettingDangers of Goal-Setting
►Goals can be counterproductive, Goals can be counterproductive, demoralizing, and can engender demoralizing, and can engender hostility if they are nothostility if they are not SpecificSpecific RealisticRealistic Mutually determinedMutually determined
Source: Dangot-Simpkin, G. (1993, April). The dangers of goal-setting. Supervisory Management, p. 3.
Performance
Goal DifficultyEasy
Moderate
Difficult
Low
High
The relationship between goal difficulty and performance is curvilinear
Employee and Managerial Employee and Managerial Input in Goal SettingInput in Goal Setting
Employee Input?
No Yes
No No goalsSelf-setgoalsManager
Input?Yes
Assignedgoals
Interactivegoals