The 10 Commandments of Performance Measurement: Part 1 скачать в хорошем качестве

The 10 Commandments of Performance Measurement: Part 1

ADI Service: Scorecards & Incentive Pay https://www.aubreydaniels.com/scoreca... Performance measurement is a widely used tool implemented by organizations to help reinforce performance improvement. However, many organizations rarely achieve the type of improvement they desire. In the first of a three-part video series, ADI’s Lori Brody provides several tips for building better measurement systems, including why you should start with ideal measures but then compromise, and why you should only measure controllable job outputs.Learn more about Performance Measurement and Incentive Pay (http://aubreydaniels.com/sites/defaul... brochure final electronic 8.5 x 11_v3.pdf). You may also be interested in this video from Aubrey Daniels (http://aubreydaniels.com/performance-.... The 10 Commandments of Performance Measurement with Lori Brody If you have a minute, I'd like to talk to you about designing effective performance matrices. Performance measurement is a widely used tool that organizations implement with the intention of reinforcing performance improvement. However, many companies lack the knowledge and expertise needed to effectively use these systems and they rarely see the types of improvements that they desire to achieve. Today, I'll share with you a few of the ten commandments of performance measurement which will help you build a better measurement system. Number one, design ideal measures and then compromise. Determine the strategic results of a job position and the key performance dimensions such as productivity, quality and sales. Design the performance matrix to improve these results without regard to what data are available. Then capture the data or compromise. Don't design the matrix exclusively to what data are currently available. Number two. Were possible, design measures for small teams and individuals, rather than large groups of people. Participants in teams with more than 12 people will feel they have less impact or influence on the measures, and therefore actual performance improvement on those measures will be minimal. Keep teams to under 12 participants, and if it's feasible to measure performance at the individual level, this will have the most impact performance. It's seen as more equitable by the participants. Number three, measure only controllable job outputs. Design measures that are largely under the control of the participants. Don't use broad, financial or subjective measures affected by events the performer can't influence or control. The closer the measurements, the individual the more effective it will be. Thank you for listening and be sure to watch our other videos about the ten commandments of performance measurement. www.aubreydanielsinternational.com