Measuring PerformanceOrganizations want--and need--to track the changes in their overall performance. And the divisions, units, teams, and individuals within these organizations engage in similar success measurement. Performance Measurement explains the importance of regularly monitoring your group's performance and introduces formal measurement practices. You'll learn to Apply a disciplined process to performance measurement Set targets and communicate data effectively Use performance management as a coaching and development tool Meet Your Mentor Robert S. Kaplan is Baker Foundation Professor at the Harvard Business School and Chairman of the Practice Leadership Committee of Palladium, Executing Strategy. He has authored or coauthored 14 books, 18 Harvard Business Review articles, and more than 120 other papers. The Pocket Mentor series offers immediate solutions to the challenges managers face on the job every day. Each book in the series is packed with handy tools, self-tests, and real-life examples to help you identify strengths and weaknesses and hone critical skills. Whether you're at your desk, in a meeting, or on the road, these portable guides enable you to tackle the daily demands of your work with greater speed, savvy, and effectiveness. |
Contents
| 11 | |
Understanding Performance Measurement Systems | 21 |
Deciding What to Measure | 31 |
Gathering Performance Data | 39 |
Interpreting Performance Data | 51 |
Avoiding Common Mistakes | 61 |
Mauras Story | 69 |
Tips and Tools | 75 |
Tools for Measuring Performance | 77 |
Test Yourself | 87 |
To Learn More | 95 |
Sources for Measuring Performance | 101 |
Key Terms | 103 |
Notes | 109 |
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Common terms and phrases
achieve actual performance ance aspects assess Balanced Scorecard baseline benchmarking boss business activities business performance business processes business results complete training Corresponding Performance Metric(s critical success factors CSFs customer satisfaction customer service dashboard defined direct reports Economic value added employees who complete enable your group Factor Corresponding Performance formal performance measurement gathering performance data goals group’s performance Harvard Business School hires identify improve Input KPIs instance interpreting performance data J.D. Power key performance indicator knowledge management KPIs measure lagging indicator leading indicator managers Maura mentor metric Percentage minimum target months nonfinancial Number of employees objectives and metrics organization organization’s output KPI performance measurement system performance metrics PM system Process KPIs quality-improvement return on investment revenues sales reps sales staff set targets Six Sigma strategic objective stretch target subjective data Success Factor Corresponding target performance tion track performance translate unit unit’s KPIs what’s you’re