How to do a Performance Assessment

Transcription

1 How to do a Performance Assessment

2 Steps to Follow 1. Understand Super-System 2. Identify input-output relations in bigger system 3. Identify achievements, key deliverables and outcomes of the system being assessed 4. Identify needed functions 5. Identify major processes 6. Map processes 7. Identify success-critical jobs 8. Assess Human Performance System 9. Assess management system 10. Assess organizational structure

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4 The Rationale of A Performance Assessment

5 Step 1: Understand Super-System BUSINESS ENVIRONMENT Government Economy Culture Gradually build up understanding of bigger system RESOURCES Capital Market Labor Market capital human resources ANY BUSINESS Management earnings shareholder value Shareholders MARKET Work face-to-face. Start with interviews with high positions. They usually have a better picture of the bigger system and are a good resource Suppliers Research Laboratories material/ equipment technology products/ services Customers Develop list of problems the system is fighting with externally. (Serves as cross-check for solutions) COMPETITION customer orders requirements & feedback products Cross-check your Super-System picture with key players

6 Step 2: Identify input-output relations in bigger system Monitoring bodies (Inspectorate) Report on State of Education System Goal setting bodies (Ministry) Goals Goals Supporting bodies (Curriculum development) Inspection reports Executing bodies (Schools, Universities) Curricula Teacher Training Information

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8 Step 3: Identify achievements, key deliverables and outcomes of the system being assessed Monitoring bodies (Inspectorate) Report on State of Education System Goal setting bodies (Ministry) Goals Goals Supporting bodies (Curriculum development) Report on State of Education Special reports on specific topics Inspection reports Inspection reports Executing bodies (Schools, Universities) Curricula Teacher Training Complaints decisions Strategy Budget Plans Information

9 Step 4: Identify needed functions Strategy development Fund raising Complaints handling Coordination with other bodies International relations Quality assurance Personnel Development Knowledge Management Do not think in organizational structure yet

10 Step 5: Identify major processes Management Processes Strategy development Budgeting Planning Core Processes R&D Production Marketing and Sales Value Chain Support Processes HR IT Finance

11 Step 6: Map processes Work with task forces. Team has to represent all the knowledge which is needed to understand the process in question Start with core processes and management processes (focus on Management System) CUSTOMER FIELD OPERATIONS FINANCE Proposal accepted 1 SALES REP completed 2 ADMINISTRATION ORDER ENTRY CREDIT AND INVOICING submitted 3 order order logged 4 logged 5 checked 6 clarified 9 7 No clarified OK with customer corrected? 8 10 Yes order Credit checked No OK? Yes Credit problem resolved 13 order with credit issues referred to Sales Rep 14 order entered 15 Materials received 29 Customer invoiced 27 Invoice received 30 Identify key performance indicators. Together with the key deliverables they serve as a basis for the management system PRODUCTION PRODUCTION CONTROL PRODUCTION ASSEMBLY AND SHIPPING logged 16 Inventory checked 17 Yes 18 Available No? Print order placed 19 Production scheduled 20 scheduled for Assembly 21 Materials printed 22 Materials preassembled Yes Special? No assembled 25 Specials picked and assembled 26 notice of shipment order filed shipped 28 (minimize interfaces in processes)

12 The Logic Behind Processes Decomposition of the value chain leads to automation: less blue collar work in developed countries better working conditions Behind the notion of a value chain and of processes is the logic of an assembly line. And assembly lines depend on drill, routine, and repeatability.

13 Management Checklist Fast Food Restaurant

14 Without Standards There Is Always A Risk.. You mean no one remembered to bring a rock?

15 But Standards Have Their Shadows Also Decomposition of the value chain leads to standardization of smallest process steps Normal passengers This leads to: standardization of how to surround standard processes This leads to: standardization of how to surround standardization of how to surround standard processes Frequent Flyers Senators This leads to: standardization of how to surround standardization of how to surround standardization of how to surround standard processes HONs

16 No Doubt That Standards Have Their Advantages

17 No Standards Might Enable Astonishing Results

18 Most Organizations Are Somewhere In the Middle Permanently not achieving goals is also a form of reliability

19 We Are Far from Being At the Limits of Standardization Sign posted in a public school: IN CASE OF ATOMIC ATTACK, THE FEDERAL RULINGS CONCERNING PRAYER IN THIS BUILDING WILL BE TEMPORARILY SUSPENDED.

20 Step 7: Identify success-critical jobs CUSTOMER Proposal accepted 1 clarified 9 Credit problem resolved Materials received 29 Invoice received 30 FIELD OPERATIONS FINANCE SALES REP ADMINISTRATION ORDER ENTRY CREDIT AND INVOICING completed 2 submitted 3 order logged 4 order logged 5 checked 6 7 OK? No Yes clarified with customer 8 corrected 10 order Credit checked No OK? Yes order with credit issues 13 referred to Sales Rep 14 order entered 15 Customer invoiced 27 PRODUCTION PRODUCTION CONTROL PRODUCTION ASSEMBLY AND SHIPPING logged 16 Inventory checked 17 Materials preassembled assembled Yes 18 Available No? Print order placed 19 Production scheduled 20 scheduled for Assembly 21 Materials printed Yes Special? No Specials picked and assembled 26 notice of shipment shipped 28 order filed Success-critical jobs are jobs which influence process performance more than other jobs.

21 Step 8: Assess Human Performance System Performance Technology takes a systems approach as performance always is the result of a limited number of interrelated variables Performer Performance design is systems design Put a good performer in a bad system and the system will win almost every time Geary A. Rummler

22 Step 9: Assess management system

23 "We know that communication is a problem, but the company is not going to discuss it with the employees." (Switching supervisor, AT&T Long Lines Division)

24 Step 10: Assess organizational structure Organizational units should not impose barriers on smooth process flow

25 Now You only Have to Copy IT Avoiding.

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