CITY OF LAYERS by Mark Urizar

Author:Mark Urizar [Urizar, Mark]
Language: eng
Format: epub
ISBN: 9781469191980
Publisher: Xlibris
Published: 2012-04-19T16:00:00+00:00

For each of the above, periodic performance assessments are necessary to capture the ongoing snapshot of progress and achievement trends that can then be used to determine an organisation’s ongoing and overall health. These assessments can also enable organisations to review their position within the marketplace and question whether they are providing the right services and producing the right products. Previous successes and failures can be used to feed-forward as to what future action is required. Similarly, comparison assessments against best practices can be used to gauge the standard of the organisation, determine future improvements, and possibly help redefine organisational strategies, goals, and values.

Invariably, it is people’s actions and productivity that determines what and when things are produced. To influence this, the many individuals and the team must be first understood and then be coached, motivated, and managed, as this ensures that the required performance is achieved.

People can be profiled in terms of their knowledge, attitude, skills, and experience (KASE). These profile measures can be as simple as a web-based self-assessments that consist of knowledge quizzes and capability tests. Once sufficient data is captured and analysed, these can be compared against planned or desired performance, and any identified performance gap can then become an opportunity for change and improvement. Good performance can then be rewarded, whilst shortfalls and areas for improvement can be followed up with corrective action, rectified, and realigned with the set expectations.

Without performance measures, employees are essentially abandoned by their managers and organisations.

Performance must not be left to chance. As people are given responsibilities and made accountable, progressive performance goals must be set, as this creates a development and self-improvement path. The setting of performance targets and making individuals responsible for their actions and outputs is an important part of sound and competent management, which must be effectively articulated and regularly monitored. The results must be communicated with frank feedback and set expectations. The feedback from these measures provides individuals with the means to focus, apply effort, and improve in line with the organisational requirements.

Performance is managed by setting the expectations.

The use of the SMARTA acronym is possibly the most valuable tool for both setting performance expectations and providing objective feedback. This tool allows managers to precisely specify the desired performance requirements, whilst also providing the basis to undertake future monitoring and follow-up action.

SMARTA refers to the following aspects:

Specific performance measures: These set the expected performance target and required behaviours for the individual.

Measurable: These quantify the volume, accuracy, time, and the required change.

Achievable: The individual must believe and agree that the required targeted performance can be achieved, even if an increased effort is required.

Relevant: The required performance must be of value and should contribute to an objective or outcome.

Time frame specific: These set the periodic reviews and the required completion date of the tasks must be set upfront.

Agreed: The individual must agree to achieve the specified goals.

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