Performance Management |
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Common organizational wisdom says you get what you measure. Why then, when we "expect" one set of outcomes, yet measure people based on different (and sometimes conflicting) criteria, are we surprised that we do not get what we wanted? Does that sound confusing? Then consider the confusion experienced by a supervisor who is told from upper managers that, "quality is absolutely the first priority around here. Do whatever it takes to improve quality." The supervisor, being a conscientious and dedicated employee, does just that. She institutes quality measures, brings workers together to solve quality problems - she improves yields and reduces rework. Like with any change, implementing improvements in the process causes a temporary drop in overall production rates. During a review with her manager, she is told that her work unit has not been meeting quota and that this is not going to look good on her review. The supervisor explains the direction she had been given, the efforts her people had initiated, and the measurable quality improvements they had achieved. Her manager says, "that's all great, but what I need is for your unit to hit your quota." Many organizations leave a great deal of potential untapped because of the disconnect between what is needed regarding employee performance, and what is measured/rewarded. In organization after organization, one of the primary complaints expressed by employees is the lack of clear, logical, and consistent criteria upon which their performance is evaluated. They report that this disconnect makes it difficult to prioritize activities, remain focused, and be creative. Involving people in establishing and ranking the relative importance of their individual performance measures, combined with a comprehensive performance management process that provides continuous and timely feedback leverages powerful energy toward the achievement of shared objectives and organizational alignment.
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Consulting Services |
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Burns Associates |
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Business Process Improvement Specialists |
