Performance Measure Development Sheets
Effective performance measurement systems consist of high-quality individual measures associated with a strongly interrelated framework. Using this deliberately developed framework, leaders ascertain organizational performance quickly and accurately. The system itself should be economic to maintain and provide readily available updates typically necessitating a degree of automation. Quality systems present the same view of performance to a broad number of individuals within the organization concurrently. To achieve all of these qualities, each measure must be well thought-out and developed individually and then integrated into the collective system.[wcm_restrict plans=”41747, 25542, 25653″]
Individual performance measures should be constructed such that they are both individually and collectively informative. Using a predefined performance measure development sheet drives developers to think though both individual metric qualities as well as how it relates and supports the other measures within the overall system.
Performance measure development sheets define the individual qualities and interrelationships producing high quality metrics. These sheets support more rapid and thorough development, speed system integration, and allow technology enablement. Performance measure development sheets should include the following information:
- Technical Data (see StrategyDriven Organizational Performance Measures Best Practice article – Performance Metrics Inventory Database)
- Stylistic Information (see StrategyDriven Organizational Performance Measures Best Practice article – Style Sheets)
- Business Unit/Fleet Level Executive Dashboard
- Department/Facility Level Executive Dashboard
- Individual Performance Measure
Final Thought…
One of the easiest to use and most effective performance measure development sheet designs is one that mirrors the metric style sheet to be used. Metric characteristics and parameters are overlaid on the underlying stylesheet making their associations readily observable and consistently interpreted by those implementing and updating the metric.[/wcm_restrict][wcm_nonmember plans=”41747, 25542, 25653″]
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Additional Information
Additional information on the individual characteristics of quality performance measures and their construction can be found in the following StrategyDriven articles and documents:
Articles
- Organizational Performance Measures Best Practice – Common Construction Characteristics
- Organizational Performance Measures Best Practice – Style Sheets
- Organizational Performance Measures Best Practice – Performance Metrics Inventory Database
- Organizational Performance Measures Best Practice – Predefined Action Thresholds
- Organizational Performance Measures Best Practice – Multiple Action Thresholds
- Organizational Performance Measures Best Practice – Performance Measures and Thresholds Aligned with Regulatory Standards
- Organizational Performance Measures Best Practice – Contextual References
- Organizational Performance Measures Best Practice – Documenting Performance Measure Drivers
- Organizational Performance Measures Best Practice – Map Performance Measure Ownership
Documents
- Organizational Performance Measures – Types
- Organizational Performance Measures – Construction
About the Author
Nathan Ives is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.
Organizational performance measurement systems are complex structures cascading vertically from the executive suite to the shop floor and stretching horizontally though many different functional workgroups. Consequently, the design of a performance measurement system takes on a high degree of complexity because of the numerous interrelationships between various organizational levels and workgroups and the cross-functional sharing of common metrics. Thus, it is important to employ a multidiscipline team to design the measurement system, one that includes representatives from all levels of the organization as well as each functional area.[wcm_restrict plans=”41647, 25542, 25653″]