Leveraging Balanced Performance Objectives

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Information about Leveraging Balanced Performance Objectives

Published on January 2, 2008

Author: darinphillips

Source: slideshare.net

Description

A brief step-by-step guide to leveraging the balanced score card at the start of a job analysis project so that effective selection, training, and performance management programs can be developed.

Leveraging Balanced Performance Objectives a strategy for improving the focus on customer loyalty, staying up to date and paying attention to details, personal productivity, and financial impact

Objectives Drive constructive behaviors that produce desired results Assist company leaders in the selection and development of team members Identify and reward top performers http://www.darinphillips.com

Drive constructive behaviors that produce desired results

Assist company leaders in the selection and development of team members

Identify and reward top performers

Kaplan & Norton’s Balanced Scorecard – Enterprise View Focus on Process Focus on People Internal Focus External Focus http://www.darinphillips.com Relationships Human Capital Growth Capability

Kaplan & Norton’s Balanced Scorecard – Individual View Focus on Process Focus on People Internal Focus External Focus http://www.darinphillips.com Customer Loyalty Learning Bottom Line Productivity

Steps Bring small groups of hub employees (boss, peer, two in role, subordinate) together to define 3-5 most important objectives – 2 hours Peer review of resulting objectives with focus on what is observable/measurable and potentially undesired behaviors that will be encouraged – 2 hours Identify means by which objectives can be measured and reported; develop reward and recognition program Manually record and discuss with employees while automated dashboard created Turn on dashboard and continue to coach employees Initiate reward and recognition program Review program effectiveness every 90 days Revise metrics every 18 to 24 months http://www.darinphillips.com

Bring small groups of hub employees (boss, peer, two in role, subordinate) together to define 3-5 most important objectives – 2 hours

Peer review of resulting objectives with focus on what is observable/measurable and potentially undesired behaviors that will be encouraged – 2 hours

Identify means by which objectives can be measured and reported; develop reward and recognition program

Manually record and discuss with employees while automated dashboard created

Turn on dashboard and continue to coach employees

Initiate reward and recognition program

Review program effectiveness every 90 days

Revise metrics every 18 to 24 months

Plan http://www.darinphillips.com

Next Steps Hub employee group reconvenes to flesh out activities required to meet objectives and competencies required to effectively execute each activity – 1 hour/objective Competencies broken into two groups (price of admission and taught) Selection tools created based on prioritized price of admission competencies Training reviewed to ensure inclusion of all taught competencies Assessments created to measure degree of competence Supervisors taught how to leverage assessment and training resources so that they can help every employee maximize their rewards http://www.darinphillips.com

Hub employee group reconvenes to flesh out activities required to meet objectives and competencies required to effectively execute each activity – 1 hour/objective

Competencies broken into two groups (price of admission and taught)

Selection tools created based on prioritized price of admission competencies

Training reviewed to ensure inclusion of all taught competencies

Assessments created to measure degree of competence

Supervisors taught how to leverage assessment and training resources so that they can help every employee maximize their rewards

Complete Plan http://www.darinphillips.com

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