DESIGNING A PERFORMANCE MANAGEMENT SYSTEM

DESIGNING A PERFORMANCE MANAGEMENT SYSTEM

Any organization concerned with her legitimacy, relevance and sustainability takes employee and corporate performance seriously. The organizational leadership knows too well that if results are not forthcoming, then their exit is knocking and that moving from comfort to red zone is a given. Performance management experts are laser pointed that you get what you measure; that value is measured on delivery; that performance takes place within the intra and inter organizational ecosystem. The design of a performance management system must take into account the KPI driven data that has to be captured, how it will be captured and analyzed, how the reports from the results obtained will be used and how the system will be aligned to the strategic plan and organizational goals. Most organizations struggle in the design of PMS; and those that do rarely sustain the discipline to consistently use the results from PMS for decision making or even calibrate the system to turbo-charge the organization into the future. Why is it so difficult to design a good PMS and consistently use it to improve organizational health? Why is data centrism so difficult across organizations?