Category: 07. Measures

US views on employee performance measures

A sample of US managers’ views was recently published on performance measures they use In essence, they said: ‘App overload’ constantly disrupts work flows – they’re meant to streamline productivity and communications but do the opposite – most employees want a single platform for phone calls, chats, email and team messaging – so get rid …

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Current measures have huge gaps

Most managers, whether at task, process or organisation level, lack the comprehensive set of performance measures they need to cover all their KRAs (Key Result Areas) In effect, they’re flying blind Current coverage is estimated to be as follows: 90% – Financial results – in particular, Revenue, Costs, Profits – at board level, they might …

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Measure what you need, not what you can

Performance measures are needed by all managers, in public as well as private sectors, to steer them towards taking the right action in the right places at the right time They should answer such big questions as: Is my team/ unit on course or not – if not, how far off – are we standing …

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Tesco’s ‘Steering Wheel’

The blunt truth, according to Terry Leahy in an article he penned for The Times, is that if public services were exposed to more competition, their performance would improve He strongly believes in competition after spending 33 years at Tesco during which time it rose from being a bit of a joke to the third …

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