Performance Management What’s in it for me
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Performance Management What’s in it for me
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Performance Management What’s in it for me. Performance Management What’s in it for me. Jim Cerny 39 years in IT; 31 in local government and management 16 years @ Director/CIO level 11 years with Coral Springs (96-07) when City received awards for organizational excellence - PowerPoint PPT Presentation
Transcript of Performance Management What’s in it for me
Performance ManagementWhat’s in it for me
Performance ManagementWhat’s in it for me
• Jim Cerny– 39 years in IT; 31 in local government and management– 16 years @ Director/CIO level– 11 years with Coral Springs (96-07) when City received awards for
organizational excellence• 1997 Governor’s Sterling Award • 2003 Governor’s Sterling Award• 2007 Malcolm Baldrige Award• Served as category lead writer for 2003 and 2007 applications
– 5 years with Pasco County – 2007 County begins its journey to organizational excellence
– Effectively used Performance Management – Retired April 30, 2012
Why Performance Management? Identifies successful
strategies
Facilitates accountability
Motivates behavior
Answers the question “How are we doing?”
Allows for data-driven resource and priority decisions
Forms the basis for continuous improvement
Focuses attention on priorities and results
Helps you learn
Planning Model
Project Teams
County Commission
Performance Management: define success, measure success, review & improve
InitiativeResults
Process /In-Process
Results
Customers
Staff
DepartmentDirectors
KIR's
County Administration
Business Plan
Department Measures &
Initiative Status
Quarterly Report
IndividualPerformanceEvaluation
Dept'l Perf Rptg
Performance Review:TrendsOutliersVariance
Root Cause
Metrics:Demand
CycleTimeCost
Quality
Budget
OFI's
feedback
Strategic Plan
Process Improvement
Teams
PIT/KaizenAction Plan
Initiatives &Capital Projects
KIR’sInitiatives
Dept’l Measures
Capital Projects
Process Imp
Process Improvement
Teams
Performance Review –Link to Programs & Services
• Map Core Processes• Measure Demand• Measure Supply• Measure Cycle Time• Measure Quality/Level• Measure Cost• Establish Performance Goal(s)• Measure & Analyze Results• Identify Improvements (OFI’s)• Implement OFI’s
WIIFM - Administrators• Facilitates shared vision & methodology with Commission
– MISSION, VISION, & VALUES– High level organizational priorities– KPI’s linked to priorities– Funded Initiatives for upcoming FY– Initiatives linked to Strategic Plan priorities – Business Plan changes require Commission approval – Budget includes funding for Business Plan Initiatives
• Facilitates shared vision & methodology with departments – Departmental performance measures– Business Plan includes funding related to changes in service– Funding requests include impact upon performance
• Manage expectations, maintain linkage & focus, define success– Performance reporting: KPI ‘s; departmental; initiatives
• Builds confidence and trust– Performance based communications improves decision making process– Increases transparency & accountability
• Promotes data driven decision making and continuous improvement– Impact driven service level, performance goals
WIIFM - Director • Organizational success and expectations are defined
– performance goals; mission, vision and values; performance feedback
• Opportunity to define departmental success and expectations – Departmental, division, individual performance goals– Departmental mission, vision and values – Regular performance feedback and acknowledgement
• Reduce anxiety related to performance evaluations (own & staff)
• Opportunity to expand Staff’s shared vision and mindset – Empowerment & acknowledgement
• Manage expectations and maintain focus via performance reviews & feedback – Recognize changes in quality, cost, demand, supply sooner (less pain)– Non-believers fade away
• Builds confidence and trust– Performance based communications improves decision making process– Increases transparency & accountability
• Opportunity to link impact on service with funding levels – Cost driven; demand driven; quality driven
Staff’s Challenging Work Environment
• Growing workload – demand up; supply down– working longer/after hours– increasing backlog
• Under appreciated – focus on what is not getting done – growing customer frustration
• Lots of dis-satisfiers– no raises; increased employee contributions; no tuition assistance – layoffs; more with less; uncertainty of culture change
• Engaged in an organization wide effort with a common goal!
• Increases positive feelings!
• Decreases negative feelings!
Shared Vision – Alters Employee Perceptions
Increases Positive Feelings
2002 20032004
2005
invest in employees
employees
37%
68%
46%
33%
0%
26%
0% 0%0%
10%
20%
30%
40%
50%
60%
70%
Employee SWOT - strengths
invest in employees employees
Decreases Negative Feelings
2002 2003 20042005
lack of communicationstaff ing levels
20%
0%
21%23%
20%
0%
13% 15%
0%
5%
10%
15%
20%
25%
Employee SWOT - weaknesses
lack of communication staffing levels
63.68%54.24%
67.27%
-1.67%-23.14%
-30%-20%-10%
0%10%20%30%40%50%60%70%
who what where staff budget
Doing More with Less in IT 2006 vs. 2010
'09 better than last year
2%
41%57%
no same yes
'11 better than last year
52%
46%
2%
worse same better
• 2009 Survey• 2% worse• 41% same • 57% better
• 2011 Survey • 2% worse• 46% same• 52% better
WIIFM - Staff
• Success and expectations are defined– Organizational, departmental, division, individual performance
goals– Organizational and departmental mission, vision and values – Regular performance feedback and acknowledgement
• Reduce anxiety related to performance evaluations
• Shared vision and mindset improve performance– Empowered to do right things & do things right– Peer pressure to perform– Increased teamwork and cooperation– Achievements help offset dis-satisfiers– Increased job satisfaction
Engagement Obstacles
Commission• Educate and convert
slow adopters• Performance bandwagon • Peer pressure
Staff• Culture
– Educate and convert slow adopters
– Non-believers go away
• Performance – Educate and convert– Non-believers go
away
Dept/Div Management• Culture
– Educate and convert slow adopters
– Non-believers go away
• Performance– Educate– Facilitate– Augment – Non-believers go
away
Summary
• Journey to Organizational Excellence requires effective performance management.
• DO THE RIGHT THINGS – Align and link priorities throughout planning, funding, and service delivery activities.
• DO THINGS RIGHT – Implementing OFI’s from performance reviews is
silver bullet for sustained improvement in services.
• Employee empowerment and recognition are key to their “buy in”.
• Performance based communications improve decision making process.
• Performance management is a win/win/win for the organization.
Performance ManagementWhat’s in it for me
Q & A
