Transforming Performance Management

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Table of Contents

Introduction
Training and development of the Human Resource
Choosing a company for Investment
Applying transformation performance on employees
Applying transformation performance on the company’s operations
Applying transformation performance to align company operations
Conclusion
Works Cited

Introduction

Organization’s performance depends on every unit, function and process of the organization. Each organization has parameters and expectations that guide the manner in which it is built and run. Business organizations usually aim to continuously improve their performance thus the business parameters and expectations are normally built according to the measurement system of the organization.

Companies can only be improved if their performance is measured using the modern systems which include providing immediate feedback, positive accountability, learning, prediction, visibility, communication, understanding and improvement. Besides, the business should be structured to promote alignment with the business strategy as well as to maximize cross-enterprise integration.

It should also be structured to help every working group and individuals in the company to work cooperatively to drive value of the organization. This implies that the measurement process of the organization should focus on learning and improvements that reflect the company’s business model. Thus performance measurement requires awareness and balance between the technical aspects and the social aspects of the company.

Training and development of the Human Resource

It necessary that an organization develop the capacity of its workers to make decisions and to carry out the crucial actions needed in the company. The company needs to put in place strategy that enables it accumulate its workforce’s experience and also provide training to its workforce. It should create and encourage social network which ensure collaboration and learning in workplaces.

This should also be accompanied with performance measurement that evaluates collaboration and learning at work. According to Spitzer (64) the most effective way to impart skills and knowledge in the employees is through frequent and high-quality interactions among the workforce.

The company should focus on entrepreneurial innovations as well as reward for workers creativity and innovativeness. It should also improve its information quality so as to enable its workforce access information on innovations and technologies which are very critical for improving the performance of the company.

According to Spitzer (34) the organization should develop educational structures that strengthen the knowledge of its workforce by starting from what they already know. The organization should focus on teaching and learning that institute new culture of innovation and power metrics in its human resource.

The company needs to put in place structures that ensure tests and measurements that measure the technical capacities of its workforce. The education provided to its workforce should be aligned to its business strategy and the content should be locally-determined to meet the expectations and the standards of the company. It should be practical and scientific.

The human resource department concerned with training and developing the company’s workforce should develop and implement stable metrics which transcend the company’s particulars to its workforce. The department should commit itself to keeping standards and assessments which are relevant to the company’s improvement and the changing societal demands.

The company management should develop impactful ideas, organizational structure, software support, training and skills re-balancing. The company should also focus on providing learning opportunities to all the stakeholders.

The measurement should focus on innovation and technology. The measurement framework on innovation should focus on leadership measures, strategy, climate and capital measures, project management, value measures as well as internal and external relationship measures.

Choosing a company for Investment

When choosing a company for investment it is wise to choose a company that has measurement systems which improve performance of the business organization. The measurement process should measure the company’s innovation capability, leadership, agility, engagement of individuals in the company and the company’s business climate.

The company should be able to carry out conventional, emergent and transformational measurement and test and review the performance, relevance, reliability, validity and feasibility of its operations.

It is important to choose a company with valuable data which covers all areas of the business organization and which can enable transform the organization. The performance data should be able to help the company reshape its actions and improve performance.

Applying transformation performance on employees

The company should have a measurement system which influence the behaviour of all the individuals working for the company whether from within or outside the company. It should provide feedback which enables the company find solutions which make employees feel empowered and also enhance positive attitude in them towards the company operations.

The employees should be enabled to have access to information on their performance and as such make them feel good about their performance potential. Thus the measurement performance should gather as much information as possible about employees’ performance (Spitzer 48). The measurement system should be able to instill the essence of the corporate culture in the company employees.

The measures of the success of the company should be able to change the behaviour of the individuals positively. The company’s measurement feedback should provide information which enables the company to improve its capacity to adapt and excel in long term.

Applying transformation performance on the company’s operations

The company should be able to measure all its aspects which are measurable and should increase the holistic perspective of the company at all levels. The company’s measurement system should measure the company’s marketing, human resource development and training, the quality of its service delivery, customer care, information technology, logistics and its research and development department.

Thus the measurement system should be interactive and able to reflect the company’s business model and strategy. This should include the organization’s strategic measures and its operational measures which are very critical for its success. This helps provide choices for the business operations and also help determine the future course of the organization.

The measurement system should be able to reflect how value is created in the company and how the creation or destruction of value affects the company’s mission, revenue, profit, cash flow and many other aspects of the organization. Thus, it should be able to help the company redirect its strategy to focus on making good use of its value drivers that enable it achieve optimal value from the available resources.

The company measurement system should be able to clarify the company’s performance expectations and should also enable the company reset its goals. The measurement framework should help clarify the relationship among the organization’s inputs, processes, outputs and outcomes. The inputs here include the financial resources, the skills and attitudes of all the stakeholders of the company and the business climate.

The process include the performance process in terms of quality, quantity, cost and time; and activities involved in the company’s operations as well as the behaviours that impact on the company process. The outputs are the inventions, products and services.

Finally, the outcomes include internal aspects such as the revenue, learning, employees satisfaction, competitive advantage, employee retention, the quality of the products and services, profit and innovations; and external aspects like customer experience and perceived quality and how they affect the customer loyalty, on-time delivery of products and services as well as customer success.

The performance measurement should be able to align measures with the company’s mission, strategy and management relative to the company’s capacity, skills and opportunities available at hand. It should help define and align the company’s assets with its strategy and also help deploy the assets to support the company’s business strategy.

Applying transformation performance to align company operations

The company’s measurement system should be able to promote accountability in the company. It should increase the accuracy and frequency of the feedback thus providing early-warning signals to the company and hence enable the company focus on what are most important thus facilitating appropriate and prompt corrective actions.

The company chosen should have a measurement system that motivates improvements of the performance of the company. The measurement system should able be to help the company align all its functional units to pursue a common mission.

It should aim at improving the company’s operations which include marketing, learning, budgeting, service delivery and human resource and be able to integrate all the functional units within the company so as to drive them to work towards achieving a common objective (Spitzer 48).

The measurement system of the company should be able to systematically measure its leadership. To effectively ensure accountability in the company’s management, it should measure the leadership roles of those involved in the management of the company.

Conclusion

Transforming performance measurement gives individuals and organizations the tools to measure where the business organization is and how to move the organization forward with minimal or no disruptions to higher level. Business organizations need adopt modern performance measurement systems which better help measure and improve the performance of the country.

Works Cited

Spitzer Dean R. Transforming Performance Measurement: Rethinking the way we measure and drive organizations. New York: AMACOM. 2007 print.

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