Minute Learn Opportunity - PERFORMANCE MEASURES
Posted on September 03, 2024 by Barbara Valentine, One of Thousands of Executive Coaches on Noomii.
An information-packed quick read that will overview performance measures and includes a take-away suggestion
Are we obsessed with numbers? Think about the many kinds of things we apply numbers to so we can measure them…the distance for an upcoming run, our daily calorie intake, our child’s GPA. In the business world, we develop graphs, charts, indices, ratios. What is the answer we are seeking: to quantify what we have accomplished to make improvements and do better.
As related to the staff we manage, measures are essential for:
• Improving performance
• Establishing baselines and standards
• Clarifying job expectations
• Identifying areas of need
• Determining the value of performance
• Developing staff.
Measures provide the ability to tie individual and unit performance to the missions/visions/goals of the organization. Then, it is feasible to expect each person and every business unit will contribute more to the organization than they cost the organization.
But even numbers-driven managers shy away from measuring performance because they don’t know how to develop and apply performance measures. It may be helpful to start with some basics. The criteria for a measure:
• Must be an observable action or activity.
• Must be completed in a specific timeframe.
• Must include specific evidence that the action or activity has been accomplished.
Measures are usually:
• Objective – an action or activity where you can apply time, quality and quantity measures.
• Subjective – relates to how a person completes the action or activity and depends on the
percentage of time a desired behavior is demonstrated.
It is good to keep in mind that anything can be measured, but the cost to identify and install meaningful measures may outweigh the value delivered by the measures. Thus, the measurement should be cost-effective.
Take-away suggestion:
Consider including in each job description the specific deliverables expected. This will enable you to measure the actual performance of the person holding the job. If you find this difficult, and even impossible, it probably is an indication that the deliverables have to be amended to be more objective so you can identify the time, quality and quantity of each deliverable. This is a powerful approach to developing, engaging and improving each direct report.
This article is the sole property of Barbara Valentine and Performance + Coaching and may not be copied, in whole or part, or used in any way without the written consent of Barbara Valentine.
