What Gets Measured Gets Done

Performance Management will not work without effective feedback, reporting and information.

Once people have goals and targets, to keep them quickly adaptable to Plan changes and evolution over time, and to clearly communicate actual performance results, you need a comprehensive automated performance measurement system.

The Truth that “What Gets Measured Gets Done” is evident because measurement systems are explicit and overt statements from the enterprise to its workforce on how Success is happening, or not.   Read more

Performance Management’s Prime Directive

Twenty-five years and a few thousand client performance management projects have let us observe the evolution of organization strategy development and execution across multiple business cycles. This has provided us with a unique perspective on “what works and what doesn’t” in the realm of strategic and tactical planning, execution and performance management.

From that vantage point, we discovered a fundamental standard that has since unfailingly defined, and predicted, the extent to which human organizations succeed. It was, is, a profoundly powerful concept. We didn’t invent or innovate it, we observed and realized it during a client engagement in the early 1980′s.

Since then, we’ve seen similar organizations, implementing the same strategies, using the same processes, vendors and technologies, in exactly the same markets—each remarkably parallel enterprises in virtually all internal and external aspects—achieving diametrically opposite levels of success: one a market-crushing juggernaut, the other a market-crushed disaster. Why?   Read more

 

Absentee Leadership Dooms Performance

One of the biggest misconceptions business and organization leaders worldwide have regarding performance incentive/ recognition/ merit plans is summed up in statements too frequently heard: “if we implement this performance incentive plan it will (choose one or more): manage itself, solve most of our problems, achieve most of our goals, bring us success”. 

The reality is that it doesn’t work out that way.  In fact, it is a guaranteed disaster; it is just a matter of ‘when’. 

Under-managed and un-managed incentive/recognition/merit plans are one of the most notorious proving grounds for the “law of unintended consequences”.  Many of history’s most notable and legendary business and organization catastrophes have had their fundamental roots in under-management.  And, there have been more organizational failures as a consequence of absentee leadership and senior management than virtually all other factors.    Read more

Getting Employee-Centric

While Financial Resource Management (FRM) and accounting generally have very coherent and internally consistent processes and procedures, most workforce-related initiatives and processes are fragmented, inconsistent, and often contradictory; sometimes in open conflict.

To succeed, organizations must implement and sustain full alignment of human resource, technology, and line of business process initiatives and activities, with complete rigor and integration.

In the same way that enterprises have worked to organize themselves across lines of business to be “Customer-Centric”, so too should they do so across administrative and functional lines of business (through line and staff, front- and back-office) to make processes and procedures universally “Employee-Centric”.  This will optimize workforce Certainty at all points, and achievement of desired performance results.   Read more

Employee Segmentation

As far back as most everyone can remember, we’ve known the critical marketing importance of Customer Segmentation: separating and grouping similar customers based on their characteristics, needs, behaviors and other criteria.  Then, creating and executing marketing, sales and service strategies to optimize revenue from, and satisfaction of, those groups based on their differentiation.

Unfortunately, while most organizations continue to invest significant resources on understanding and segmenting their customer database, they’ve done little or nothing about understanding and segmenting the skills, characteristics, needs, and behaviors of the workforce: Employee Segmentation.   Read more