A VETERAN OWNED SMALL BUSINESS | Call or text now for a FREE consultation: +1 (770) 765-3692 | 
Ad Hoc Reports First, Automated Metrics Second
Change is difficult. Value illusive. Implementation of new organizational performance measures represents both change and sought after value, either of which can render the time and resources spent creating the new measures worthless. Consequently, it is incumbent upon those seeking to introduce the new measures to effectively test for acceptance and value contribution before committing the significant time and resources required for their development and implementation.
Hi there! Gain access to this article with a StrategyDriven Insights Library – Total Access subscription or buy access to the article itself.
| Subscribe to the StrategyDriven Insights Library
Sign-up now for your StrategyDriven Insights Library – Total Access subscription for as low as $15 / month (paid annually). Not sure? Click here to learn more. |
Buy the Article
Don’t need a subscription? Buy access to Organizational Performance Measures Best Practice 18 – Ad Hoc Reports First, Automated Metrics Second for just $2! |
Establishing and maintaining and organizational culture supportive of a diverse and inclusive workforce requires deliberate ongoing action communicating the importance of and support for these principles. Consequently, leaders need insight into employee behaviors such that appropriate corrective actions can be taken when necessary as well as visibly reinforcing their commitment to the principles of organizational diversity and inclusiveness. Helping achieve both these goals is a robust performance measurement system specifically tailored to measure the organization’s commitment to being diverse and inclusive.
Just as a well-developed organizational performance measurement system helps align an organization to the efficient achievement of its goals, a misaligned performance measurement system diverts focus and resources toward non-value-adding activities. Over time, existing projects finish and new initiatives begin; requiring performance measures within the system be changed. While these alterations are intended to support continued, effective business operation, they are often performed without a holistic view of the system and may have unintended adverse impacts. Therefore, it is prudent to conduct a holistic performance measurement system evaluation with frequency that is regular enough to minimize the damage misalignment can cause without being so frequent as to become overly burdensome.
Organizational performance measures work together to illustrate a complex picture of performance; cascading up and down the organization and horizontally across it. Subsequently, it is important that the characteristics of performance measures within the system be well aligned to enable multi-indicator information development and data flow.
Business Programs