Performance Measurement; it’s simple, right?
Pick a few KPIs (loads of ideas for that on the internet), set some targets, dish-out the accountabilities amongst the team, get one of the IT guys to develop a multi-coloured dashboard that looks great and will really impress your boss, leave the team to it and then reward or berate accordingly on a monthly basis; what could be simpler?
What we do
Not much is simpler maybe, but what is described above is not going to inform or support improvement, and it’s certainly not what we do. Perhaps performance measurement is to organisations what driving or love-making is to us as individuals; we all do it, some of us may even seek to create the impression that we do it well. However, we’ve been doing it the same way for as long as we can remember and we secretly worry that we are not doing it as well as we should…
That’s where we can help. We bring a fresh and refreshing approach, a structure that helps you develop your Performance Measurement framework in accordance with well-founded principles, including but not limited to:
- If it is to be effective, the purpose of performance measurement has to be to provide insight and understanding that informs improvement activity, not for judgement or evaluation; certainly not for comparison between teams or individuals. Being really clear and actively demonstrating leadership around this purpose is vital.
- Resist target setting, use data to make predictions, predictions that sound because the means to their ends have been proven by experiment, or small scale trials and are based on analysis that differentiates between signals and noise in data. Predictions are vastly superior to targets; you are much more likely to achieve them and they do not engender the unintended consequences such as gaming and fudging – so often the unintended consequences of targets.
- Consider performance numbers in appropriate context, single data points relating to last week / month / quarter tell you very little, there is much that can be learned by better understanding why things are changing over time. Work doesn’t stop on the 31st and start a fresh on the 1st, it is continuous; your measures should reflect this; punctuated by changes to the system, not changes in the calendar.
- All the data, information, analysis and wizzy dashboards in the world count for nothing in isolation, without action there is no improvement. For this reason we are not great fans of performance reports, reporting and review is a retrospective activity. Performance plans, based on understanding of data are much more valuable and more challenging to create, why not get in touch and we’ll help you create yours?
What to expect when you do this well…
Expect a common currency and common language of process based measurement to perpetuate and unite functions previously at loggerheads. Expect people’s confidence to grow in the leading metrics you have identified, knowing that consistently improving them will ensure that the lagging measures such as financial performance will look after themselves. Expect better engagement of your people; working with performance figures as a meaningful and beneficial activity no longer something to be dreaded, massaged or to over inflate egos.
For more information on our service please contact us by email or use the form belowContact us