1 / 9

What to measure and why

What to measure and why. Allan Preiss M c Arthur Talent Architects. Greater efficiency in local government. “Motherhood and apple pie” statement No-one can or would argue with this. What gets measured gets done. Not everything that matters can be measured…

kyna
Download Presentation

What to measure and why

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. What to measure and why Allan Preiss McArthur Talent Architects

  2. Greater efficiency in local government • “Motherhood and apple pie” statement • No-one can or would argue with this

  3. What gets measured gets done • Not everything that matters can be measured… • But WHAT you measure matters – it is a statement of priorities and people will naturally give greater attention to the things you decide to measure • Beware unintended consequences • Eg teachers teaching to tests not pupil needs

  4. The Why, How and What… What How Why • Most measurement focuses on the What and the How

  5. Efficiency is a dependent variable • It depends largely on discretionary effort ie above and beyond effort • It’s not in my P.D. syndrome • Discretionary effort is driven by: • Identification with and commitment to your organisation’s purpose • The quality of relationships with managers and colleagues • A sense of feeling valued and respected

  6. Are you “leaving money on the table?” • A truly enormous body of research from a number of countries shows that how people are managed affects quality, profitability, and productivity • Five high commitment work practices: • Investment in training to develop skills and knowledge. • Sharing of information so that people can understand the business and have the data to make better judgments about what to do and how to do it. • Decentralised decision-making and self-managed teams that permit trained and motivated employees to actually influence decisions about work. • Rewards dependent on individual but also group and organisational performance. • Mutual commitment and employment security with expectations of a long-term employment relationship.

  7. A new measurement approach • Efficiency is an Industrial Age measure in an Information Age • Was applicable when most of the work was labor and place-based • Modern technology has changed the landscape • To measure efficiency you must know when the work day starts and ends • If I am thinking about a work-based issue when I am in the shower or driving to work is this counted as part of my working day; how about when I check my emails on my phone at 8 pm • Increasingly the work being done in developed countries is knowledge-based work

  8. A different measurement model • Results Only Workplaces (ROW) • Measures such as efficiency and productivity which are time-based and inputs focused are replaced by measures of outcomes • Where you work, when you work, how you work (within an agreed values framework) is up to you and your clients. • Just deliver the required outcomes

  9. Conclusion • Profit (efficiency) is to an organisation what oxygen is to the body • – without it you can’t survive but it is not the reason you exist

More Related