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What could possibly make an organisation have a target that involved two people being killed. The Audit commission (RIP) is the answer. I am developing a balanced scorecard with a Fire and Rescue Service and, obviously, they want NO deaths of injuries from fires. The typical number of deaths in their region is two or [...] Why do we use objectives before measures? Because it makes it easier to refine and revise measures In the absence of objectives, people designing performance management systems often compensate for problems with measures by adding more measures in the hope that they are communicating and covering all the aspects. This unfortunately leads to overload, confusion [...] Why should a balanced scorecard have objective as well as measures? Developing objectives before measures prevents premature measure design. This is the tendency for people to leap straight to measures instead of defining more clearly what they want to measure. If you decide how to measure, before you are clear what you want to [...] More holistic – less divisive One of the underlying causes of the dysfunctional behaviour sometimes experienced in performance management is where individual measures and targets look at only specific parts of a problem.As a result are asked to achieve targets that are locally optimal, but dysfunctional in the big picture and wider system. By their [...] Clean up your jargon. Are you, like me, confused by the way people use KPI, PI, Measure, CSF etc apparently interchangeably. I am. People often ask, what is the difference between KPI, CSF , measures, performance indicators? Frankly people use them interchangeably and loosely. I recently saw a definition of a KPI on a forum [...] A recent forum discussion I was involved in centred around how you should engage people with measures and the effect of incentives, on the culture of performance. In my experience there are several aspects that alter the culture of performance, of which incentives (at the normal levels in organisations) is one of the least influential. [...] Do you trust your staff? A post on the PMA forum reminded me of a conversation I once had with a client’s middle management team. It was during the balanced scorecard measures design workshop. I suggested they talk to their staff about the measures and targets and even use some subjective measures. They back peddled [...] Principles of Effective Balanced Scorecards Part 4 “The person who says it cannot be done, should not interrupt the person doing it.” Chinese proverb. I’m reminded of this every time I work on measures for performance management in an organisation. As you read this, just imagine you are in a workshop developing measures for your [...] |
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