Comparative analyses using consolidated industry event and internally generated performance data applied to standard performance models and metrics establishes an operational performance reference for the company as a whole, individual divisions/facilities, and their line departments. This reference serves as a guide to the magnitude of performance improvement opportunities available per area analyzed.
StrategyDriven Performance Models
Available Organizational Comparisons
Data Sources
External (others available)
Internal
Characteristics
Assumptions
The Organizational Performance Model reveals the foundation upon which direct behavioral drivers emanate from the vision (written and unwritten) established by senior executives whose authority enables them to affect the entire organization.
Executive determined organizational vision, mission, values, and goals establishes the who, what, when, where, why, and how of the organization. Managers then translate these direction setting statements into the actionable processes (what), standards (how), and schedules (who, when, and where) the workforce will perform in order to fulfill the organization’s purpose for being. These instruments, when reinforced, directly shape the workplace environment and behaviors of all those within it. From these behaviors evolves the organization’s outcomes which inform executives and managers of adjustments to be made to their respective portions of the model in order to drive more desirable results.
Internal and external performance reports are automatically analyzed based on their causal factors and significance ratings as related to key elements of the organizational performance model (Programs & Processes, Jobsite Conditions, and Worker Behaviors). The this example, the resulting analytic reveals the Example Organization’s overall performance ranks in the lower second quartile of the Company’s overall performance and is improving.
Further analysis into the individual key elements of organizational performance (Programs & Processes, Jobsite Conditions, and Worker Behaviors) reveals the Example Organization’s overall performance ranks in the lower second quartile and upper third quartile of Company’s performance and is improving. The Worker Behaviors element represents the single most significant area of performance improvement opportunity.
Note that Worker Behaviors also represents the weakest area of overall Company performance.
Detailed analysis of the Worker Behavior subgroup shows Work Practices as the most significant incident prevention-related performance improvement opportunity for the Example Organization and Company as a whole.
Being human means making errors. Even well-intentioned, hardworking employees will make 3 errors out of every 100 actions taken simply because of the human condition. Thus, the question of achieving excellent human performances is twofold… how can the human error rate be minimized and how can business systems be structured such that human errors don’t result in costly or catastrophic failures?
Focus of the Human Performance Management Forum
Materials within the Human Performance Management Forum focus on those principles and best practices implemented at leading organizations to ensure consistent, high-quality human performance appropriately balanced with the need for cost-conscious efficiency. StrategyDriven regularly publishes principle, best practice, and warning flag insights that provide immediately actionable methods to ensure consistent, high-quality human performance appropriately balanced with the need for cost-conscious efficiency.
Click here to visit the StrategyDriven Human Performance Management Forum.