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The Role of Strategic Planning in Performance Management, Part 1
- September 4, 2011
- Posted by: andreag
- Category: Growthlines High Performance Performance Management Purpose-Vision-Culture Strategic Planning
How do you successfully tackle performance management, and what role does strategic planning play? This post is the first of two on how to make strategic planning align with performance management. The focus in this post is on the big picture while the next targets accountability.
Linking strategic planning and performance management
Performance Management is most often defined in the context of Human Resources. I have broadened that definition to incorporate more of the organizational outcomes as a whole. The performance of individuals clearly impacts organizational performance and vice versa. Incorporating both perspectives within the framework of strategic planning provides the best opportunity for success. For targeted information on a performance management tool specifically designed to support HR and personnel management, view our post on Dann’s 7 Questions .
So, my broader definition of performance management is making continual progress in positively impacting the key indicators of your business. Your strategic plan provides the basis for what your key indicators are. What is your vision? Mission? Goals? Key projects? Improving performance on key indicators requires outlining how the strategic work will be held on an executive level, board level and front-line staff level.
Your strategic plan and the planning process are the tools to deliver what is needed for performance management. They define the changes needed to positively impact your key indicators and answers why the changes are important. Without a clear strategy, units of the organization will define their own agenda, there will be uncoordinated, unfocused efforts to improve, and the impact on performance will be dramatically diluted. In short, your strategic plan defines both how and why you will achieve your performance management goals. Here’s how it works.
Strategic planning components drive improved performance
Improved performance consists of innovation, a better growth strategy, and/or improved execution. Your strategic plan should define the best combination of these for sustained improved performance, i.e., the plan targets growth strategies, innovation and/or improved execution. This is done through two assessments, the strategic and the internal.
The strategic assessment defines priority opportunities and threats to innovation/growth of the business. The outcome is the list of priority, executable strategies for growth. The internal assessment defines priority opportunities to improve performance through better quality, better consistency, lower cost, better fulfillment, better systems, better morale, better leadership etc. Put together, you have your strategic or change agenda that spurs improved performance, in short, you have the change agenda for performance management.
An effective assessment process should yield four to six projects that are a mix of both internally and strategically focused work. Much more than this and you will begin to see diminishing returns. This is because 80+% of leadership’s time needs to be devoted to managing what you are doing now. The resources available for defining and managing the change agenda are scarce and very precious.
Using the strategic plan for performance management
Once you have defined the change agenda, you must manage the journey to get there. Two key tools help in that task, metrics and accountability.
First, to the extent possible, each project on your strategic plan should include a metric or measure that tells whether the strategy you have chosen is working (e.g. did the implementation of the new marketing campaign increase sales opportunities?, did the new web-site increase traffic?). It is not enough to simply measure if you are implementing the projects in your strategic plan, you need to measure whether or not the projects are working. Get off what isn’t working and pour the resources into what is. Learn more on building successful strategic planning metrics here .
We will delve into the second key to managing the journey, accountability, in our next newsletter . In the meantime, know that without implementing a process to keep team members accountable for their commitments on the strategic plan, their focus will be on the urgent tasks at hand.
Both accountability and metrics require regularly sitting down as a team and assessing progress. What do the metrics tell you? Where is performance sluggish? Are you on the wrong road or do you just need to make some adjustments to the plan? Putting a strategic plan in place that is regularly discussed and monitored is vital to successful performance management.
The other components of performance management
Your strategic plan is but one tool in performance management, though certainly a vital one. It sets the performance agenda, can manage that agenda and can measure whether strategies are, in fact, improving performance.
The additional tools for performance management include the following:
- Balanced Scorecard or what we call Instrument Panel to measure overall performance metrics. Uniquely designed for each organization, this monitors your value-proposition, factors that distinguish you from the competition, key success measures and key systems that drive success.
- Process Improvement which drills down into the specific systems that drive performance and works to de-bug them.
- A strong organizational structure to assure the organization supports an efficient workflow.
- Production statistics for organizational units in the structure as well as each employee.
- Incentives and rewards for improved performance both for the individual and organization-wide.
How to move forward
So what do you do next? Start by evaluating your current planning system and strategic plan that are in place. Do you have a strategic agenda that targets growth and innovation, as well as internal systems and structures? Are you measuring the impact of the work you are doing to know that it is having the desired effect? Do you have any of the other components of performance management listed above in place?
If you want help with the answers to any of these questions, we would be happy to be a resource for you. For assistance with the analysis or on how to get started on building a better strategic plan, give us a call, (907) 276-4414 or e-mail us.
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Strategic Planning and Corporate Performance Management
Deloitte’s strategic planning professionals help clients achieve and sustain superior performance by linking tangible actions to a clear corporate vision. We work together with our clients to develop a strategic plan that is robust, yet flexible, sophisticated, yet easily implemented within their organizational context.
Business as usual is not usual any more. This is the age of disruption. Companies that survive – and thrive – are those that plan well and put smart bets for the future. Successful companies regularly scan their surroundings for opportunities and threats, demonstrate appreciation for their own capabilities, and weave innovation into the very fabric of their existence. Their strategic plans are not static and definitely not confined to the board room.
Here at Deloitte, our aim in the context of strategic planning and corporate performance management is to support strategic decision-making and operational management processes by defining actions that are in line with company strategy and determining key performance indicators (KPIs) and balanced scorecards.
Deloitte’s strategic planning approach aims to sustain and increase company value while taking into consideration the overall growth rate of the market. Within the context of strategic planning, all the internal and external factors affecting company development (competition, trends, technology, regulations, demographic change, company location, distribution or corporate assets, company pricing policy, etc.) are evaluated and vision, targets, main initiatives, and corporate level performance indicators are defined.
Parallel to growth, organization and business processes become more complex; and coordination among business units and monitoring goals gain priority. At each level of the organization, performance management helps keep the focus on the crucial targets composing a company’s strategy. For this reason, it is vital to define KPIs and balanced scorecards at corporate, business unit, and individual levels in line with strategic targets.
Our Services
- Define company vision, goals, main initiatives, and corporate level performance metrics
- Define departmental and individual KPIs in line with main business strategies
- Develop balanced scorecards at corporate, departmental, and individual level
- Determine the data structure and data sources supplying information for KPIs and scorecards, and create action plans if necessary
- Design performance model and processes
- Implement technology solutions in regard to performance management
Recommendations
Government has adopted the private sector's strategic planning approach to help set priorities and allocate scarce resources in a changing environment. Too often, however, public-sector strategic planning is an event—or worse, just a document. A state's strategic plan is presented with much fanfare and then just fades away. Or an agency prepares a strategic plan to meet executive or legislative mandates but does not use the plan to direct agency activities.
Strategic planning is a continuous process that requires constant feedback about how the current strategies are working. The market tells the private sector how it is doing. Profit levels, return on investments, and sales trends let businesses know when they need to adjust their strategies. Performance measurement provides the public sector with comparable information.
Strategic planning looks ahead toward desired goals; performance measurement looks back at achievements. Combined, strategic planning and performance measurement form a circle—a continuous process of governing-for-results ( figure 1 ).
The strategic plan defines the performance to be measured, while performance measurement provides the feedback that keeps the strategic plan on target. The connection strengthens both processes:
Among the most innovative and effective programs encountered during our site visits were those that integrated strategic planning and performance measurement. The examples described below are from Florida, Oregon, and Minnesota— and they are diverse. One involves all state agencies; another is a program within a state agency. Two of the programs target environmental issues— one is a state agency, while the other is a multi agency, public-private partnership involving all three levels of government. The programs' perspectives vary on exactly how strategic planning and performance management are integrated, but each demonstrates the power of integrated strategic planning and performance management to support results-based governance.
STATE OF FLORIDA
Florida Statute 186.002, enacted in 1984, requires Florida's executive departments to produce five-year agency strategic plans (ASPs) that align with the State Comprehensive Plan. Agencies must update their ASPs annually, including an internal assessment of (a) program strengths and weaknesses and (b) opportunities and threats likely to affect program goals.
Administrators interviewed during the site visit agreed that some agencies quickly saw the advantage of strategic planning and performance management, while others did not (the Department of Transportation was an early convert, and an example from that agency is described in more detail below). Only when the ASPs were linked to the budget process, using performance indicators, did all agencies take the strategic planning requirement seriously.
The connection between strategic planning and performance measurement has improved the understanding and use of both processes. For example, the Department of Law Enforcement's 2000–2004 ASP restates several goals from the 1999–2003 version by using measurable terms. The phrase "Provide quality, useful, and comprehensive information to prosecutors and courts" has become "Increase the amount, quality, and scope of information provided to prosecutors and courts." The revised goal enables the department to quantify performance and track progress.
The Department of Community Affairs Coastal Management Program (CMP) is another good example. CMP has used performance information to evaluate alternative strategies and select the one likely to be most effective. Because of its work on performance indicators, CMP has shifted its focus (a) from the broad environmental issues affecting the Florida coast to those issues where the agency can make a difference and (b) from statewide projects to demonstration projects, which usually operate at a smaller number of sites. Rather than issuing mandates, CMP is providing technical assistance and training to support the local agencies.
The integration of strategic planning and performance measurement by Florida executive agencies has improved management and provided a foundation for additional results-based governance activities—most notably a performance-based program budget (PB squared) effort.
THE OREGON PLAN
The Oregon Plan is a collaborative (federal-state-local, multiagency, and public-private) effort to enhance watershed health and restore native fish—salmon and steelhead and cutthroat trout—to Oregon waters. It began with a commitment from the partners to work together toward the common goal of restoring the native fish. Realization of that simple goal, however, requires a complex web of actions to reestablish the fish's natural habitat: improving stream water quality, enhancing stream flows, removing barriers (culverts, dams, irrigation diversions, and some fish ladders) to fish migration, restoring wetlands, and protecting riparian land. There is also ongoing research into the dynamics of watersheds. The plan itself is the organizing framework for collaboration and cooperation among the government agencies and citizen and business volunteers needed to accomplish these tasks.
A second and very important commitment came from plan organizers who pledged to operate in a continuous cycle of planning and performance measurement. Monitoring is integral to the Oregon Plan and will continue throughout its implementation. This monitoring produces vital performance indicators on the status of water quality and fish populations. A scientific review panel adds credibility to the monitoring process. Based upon this information, strategies are developed and revised. The commitment to results and strategies based upon science is the glue holding together a diverse coalition, including some parties with conflicting interests.
Because the native coho salmon is an endangered species, the Oregon Plan has to conform to the federal Endangered Species Act in defining (a) recovery and (b) an environment that supports a species. In addition, about half of the Oregon Plan deals with meeting federal Clean Water Act requirements. Both the Endangered Species and Clean Water Acts require performance indicators that are specific to species and water basins, and monitoring produces this information. These indicators are then connected through a hierarchy of performance indicators to Oregon Benchmarks, which drive the state's planning process. 1
The Governor's Natural Resources Office is the lead agency for the Oregon Plan, and many diverse state and federal agencies actively implement it ( table 1 ). In addition, the Department of Education supports the effort with special curricula, and Oregon State University participates through its extension and Sea Grant programs.
Key state regulatory agencies involved in implementing the Oregon Plan are the Oregon Water Resources Department (OWRD) and the Oregon Fish and Wildlife Department (OFWD). Both began strategic planning when it became clear that state government agencies needed strategic plans to link their activities to the outcomes described in the Oregon Benchmarks.
Setting priorities rather than just responding to complaints is a new approach for OWRD. Implementation of the Oregon Plan requires OWRD to communicate with the public. To do this, OWRD has had to develop easily understood performance indicators for measuring the stream flows necessary to support healthy watersheds and fisheries. The Oregon Progress Board is helping OWRD identify intermediate outcomes that link OWRD activity measures to the Benchmarks.
A third key agency, the Oregon Watershed Enhancement Board (OWEB), is not a regulatory agency. Its role is to encourage people and companies to do more than the law requires to restore watersheds and streams. The board works with more than 90 local watershed councils composed of landowners, corporate representatives, conservation groups, field workers from state agencies, and local government officials. Many of these councils receive OWEB funding for a full-time staff person and for monitoring and developing a work plan that addresses the problems identified by the monitoring. Extensive citizen outreach publicizes monitoring results and describes what citizens can do to help restore the native salmon, steelhead trout, and cutthroat trout populations. OWEB also funds the scientific review panel.
The Oregon Plan Implementation Report 1999 summarizes progress thus far: "State and federal agencies have modified existing programs, established new programs, and identified new measures that rectify factors that have contributed to the decline of salmon populations." Citizen and business interests have also developed projects, such as removing impediments to stream flow or reducing harmful runoff that pollutes streams. 2
The combination of strategic planning and performance measurement that characterizes the Oregon Plan (and the Benchmarks that drive it) has proven to be an effective framework for organizing the interagency cooperation necessary for such a complex undertaking. For example:
MINNESOTA POLLUTION CONTROL AGENCY
For the last 10 years, the Minnesota Pollution Control Agency (MPCA) has developed and implemented strategic plans for agency operation and environmental protection. In addition, MPCA has contributed environmental quality measures information to Minnesota Milestones. 3 As it gained experience with planning, MPCA concluded that its media-based organizational structure (air, land, and water) was not compatible with a multimedia, outcome-based performance measurement system. In 1999, the agency reorganized from media-based to geographic divisions, shifting all 800 personnel positions within MPCA.
State environmental planning faces additional hurdles because it occurs within the context of the National Environmental Performance Partnership System (NEPPS) agreement with the federal Environmental Protection Agency (EPA). EPA's Performance Partnership Grant (PPG), which accounts for half of federal environmental funds allotted to Minnesota, is effectively a performance contract between EPA and MPCA. 4 NEPPS uses core performance measures that are negotiated by EPA and ECOS (the Environmental Council of the States). The approximately 40 measures are predominantly outputs but include some outcomes. MPCA prefers to report outcomes but recognizes that outputs are the building blocks of outcomes.
Despite the difficulty of making changes within the NEPPS context, the MPCA agency strategic plan is evolving from using process measures to using outcome measures. In 1994, the agency strategic plan included eight priorities. By 1996, MPCA had developed GOAL 21, a plan with just four broad strategies: shared goals, environmental outcomes, situational alliances, and willingness to adapt to change. Figure 2 shows the MPCA vision of the evolution of an environmental performance management system.
MPCA is institutionalizing periodic reporting as an aid to executive-level decisionmaking. The agency's upper management has begun to focus on strategic decisionmaking based upon environmental outcome information. To encourage a similar approach at the program level, management of performance measures has been distributed throughout MPCA. In addition, the agency produces a quarterly performance report that covers all its programs.
The data needed to comply with all the reporting requirements—by media (air, land, and water), geography (ecosystem and river basin), industry, and other sources of emissions (point and non-point)—calls for a sophisticated data management system. MPCA is investing $8 million in a data system that will support program performance management. This is an initial step in the change to an outcome-focused, geographically based operating structure.
MPCA is being reorganized by geography rather than by media in order to implement its strategic operational plan, GOAL 21, and to use outcome measures more effectively. This shift is designed to foster multimedia priorities and translate these priorities into the budget and, ultimately, into action.
Work is under way to redesign MPCA business processes, develop a performance management system, and revamp the human resources system to make them consistent with the new organization and GOAL 21 strategies. In the future, the agency expects to develop rolling five-year strategic plans, updated annually, that reflect the agency's priorities.
FLORIDA DEPARTMENT OF TRANSPORTATION—MAINTENANCE DIVISION
The Florida Department of Transportation (DOT) describes its planning process as a continuous cycle of policy, finance, work program/project delivery, and performance monitoring. The Florida Transportation Plan has a three- to five-year period, is updated annually, and guides development of the DOT work program, budget, and performance evaluation reports. The Maintenance Division, which has used performance measures since the first Florida Transportation Plan was developed in 1985, illustrates how this cycle works at the operating level, where the focus is on activities (outputs) that contribute to desired outcomes.
The Maintenance Division central office develops and reviews policies and procedures. With input from the regions, it establishes goals and objectives for the agency strategic plan. Then the DOT database of the road system is used to construct an annual maintenance workload. A factor ranging from 100 percent for safety-related work to 50 percent for purely aesthetic activities is applied to the annual workload in order to reach an average of 80 percent. DOT has set achieving this 80 percent of aggregate workload as its goal for the Maintenance Rating Program (MRP) performance indicator. 5
In each of the seven DOT geographic regions, there is a maintenance yard overseen by a professional engineer. (An eighth "region" is the turnpike.) Each regional yard manages its own operations and plans work based upon achieving a performance measure of at least 80 percent in its MRP. To develop annual operating plans, regional engineers use the previous years' MRP scores to redirect resources from areas of roadway exceeding the 80 percent standard to areas not meeting the 80 percent standard. Increasingly, regional engineers are using the performance information to decide which tasks could be done more efficiently by outside contractors. In the last few years, contracting out has allowed DOT to reduce staff by 411 positions and saved the cost of associated equipment and materials.
During the year, regional staff monitor outputs (production) to ensure that work is being performed properly. These monitoring reports are compiled into MRP reports three times a year and distributed to the regional engineers, enabling them to shift resources to address low-performance areas. This information is also provided to DOT management, allowing it to track performance in the districts.
DOT's Maintenance Division has improved production, and surveys indicate that the public views road conditions more positively—an important outcome measure. Furthermore, the integration of planning and performance measurement has created the foundation for performance budgeting, performance contracting, and, to a limited extent, human resource management.
Conclusions
The examples demonstrate the synergy achieved when strategic planning and performance measurement are used in combination. The whole is greater than the sum of its parts because each process reinforces and strengthens the other.
The model of integrated strategic planning and performance measurement not only improves management. Once in place, it is also the foundation for implementing results-based budgeting, contracting, and human resource management. For a state determined to get results, integrating strategic planning and performance measurement is step one.
1. Oregon Benchmarks are performance indicators that measure progress toward the goals of Oregon Shines, the strategic plan for the state of Oregon.
2. The full report can be found online at http://www.oregon-plan.org .
3. Minnesota Milestones, the state plan for Minnesota, reports goals and indicators that measure progress toward those goals.
4. Although EPA provides only 16 percent of funding for MPCA, it gives program directions.
5. The goal is 80 percent because there is a geometric increase in cost associated with moving toward higher standards.
Upcoming Final Project Reports
1. Making Governing-for-Results and Accountability Work —a final report for state officials, managers, and others. It highlights findings and recommendations for our study of approaches to managing for results.
2. Governing-for-Results in the States —a short report for legislators, highlighting issues most important to them, that will include an appendix with model legislation.
3. The Governing-for-Results System —A System Approach—a monograph describing how the separate techniques of governing-for-results work together to achieve an effective, performance-based system.
Topics/Tags: | Governing | Performance Measurement / Mgmt
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Office of Planning and Performance Management
The Office of Planning and Performance Management's goals are to support data-driven decisions through evidence building efforts, shifting away from compliance activities and toward actions that will support the availability of high-quality data and transparency, to ensure programs and projects deliver critical services to the American public efficiently and effectively.
The Office is headed by a Director who reports to the Deputy Assistant Secretary – Environment and Policy Management. The Director performs the function of Deputy Performance Improvement Officer, established under Executive Order 13450, Chief Evaluation Officer, established by the Foundation for Evidence-Based Policymaking Act of 2018 (Evidence Act), and Chief Risk Officer, in compliance with OMB Circular A-123.
This is accomplished through the following activities:
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Getting smart about business planning and performance management
Business planning and performance management
This article was written by H elen Parker , Director at Mazars.
This can have a negative impact on your business and lead to an array of problems such as leadership indifference, confusion among employees, uncertainty of position within the market and lack of unity, to name a few.
To ensure business growth and productivity, it’s important to have a strategic plan.
You should think about what you wish to achieve in the long-term and strive to set out a strong foundation which guides you, your business and your employees. That way, you can be in the ideal position to handle any change, opportunity or challenge that may come your way.
Incorporating these six areas into your strategic plans can help realign your focus for future success.
#1 Shareholder investment strategy
It’s important to understand what your priorities, objectives and overall vision is when building your strategic plan. That way, once you are completely sure of what you wish to achieve, you can then share this with your shareholder, board and management team. Having clarity and everyone aligned will make it easier to reach your overall purpose and goal.
#2 Customer value proposition
Customer value proposition is an effective product marketing activity which brings together customer intelligence, competitive insight, and product valuation. It provides a focused approach to understanding the target user in the context of your product.
If you can define your customer value proposition and focus on developing the company’s sales channel management model, your business will be able to generate new opportunities and customers.
#3 Business operations
It’s important to look within your business and embark on a programme of financial optimisation. This will include methods of improving efficiencies, reducing costs and maximising return on capital and investments.
You should also bear in mind that optimisation doesn’t just occur when issues arise but can be optimised based on changing factors within the market or based on recent technological advancements too.
#4 Management and organisation capability
Management mindsets should be taken into consideration to understand how open they are to change and whether they are willing to try new ways of working, incorporate a new direction or if they are set to sticking with tried and tested approaches.
Creating the right culture that involves openness and inclusiveness will be vital to achieving objectives.
#5 Finance and Risk
Once a realistic strategy is in place, move to putting plans into action and managing them efficiently.
This involves adopting the most appropriate key performance indicators (KPIs) to check and track progress along the way. It’s essential to identify and rigorously measure your business’s KPIs around areas such as profitability, return, strength, liquidity, and market share to name a few. Make sure these are also documented in periodic board and management reporting packs to keep staff involved in your progress.
#6 Bringing it all together into a business plan
Once you have followed the above steps, you can encase the entire approach within a clear, logical and practical three to five year strategic business plan. It’s important to make sure that although your plan may be created, you should revisit it every so often as internal and external variables will change throughout time.
By using smart strategies that take a methodical and streamlined approach to addressing business issues, the more likely you are to succeed in growing the value of your business.
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What are strategic planning and a continuous performance management system?
Business strategic planning is a logical plan aiming to achieve critical business goals. For example, a document containing goals, SWOT analysis, stakeholders, action plan, impact metrics, and time limits. It lays out specific objectives and the actions the team needs to complete to change the state of the organization and business. A good strategic plan will result in improved employees and business.
A continuous performance management system is an ongoing review process focused on measuring and improving performance in relation to individual goals or OKRs (Objectives and key results).
You assign relevant goals to everyone on the team and constantly monitor and optimize their performance by actively collaborating.
For example, an email marketing professional with a KR (key result): Increase email MQLs by 50% and sits in a weekly meeting with the rest of the marketing team to identify any barriers to achieving the KR.
Now let’s get to the business
How to align performance management with business strategic planning?
Both of the above are interlinked.
You cannot measure progress without a strategy; without some strategy, you cannot improve a person’s performance.
The following points will help you improve the team and business performance by working on strategy and performance management.
Setting the right goals for the right people
Do the leaders in your organization often discuss the role of employees?
A good strategy not only includes everyone in the team but also links their job roles with business objectives.
It can be hard to assign specific tasks to different professionals on the team, but there is a better way around it.
Here’s how you can assign the proper responsibilities to the proper personnel:
- Sit with everyone on the team and decide on the company objectives. Choose the company OKRs that directly impact positive business outcomes.
- Next, assign OKRs to everyone based on the organizational objectives by discussing them with each employee.
- Give appropriate time to understand the target audience and include it in the strategic planning and OKRs.
- Also, set priorities based on employee engagement, like increasing productivity and innovative practices.
Creating alignment between stakeholders with OKRs
A big reason for strategy failure is the lack of alignment between the stakeholders in the organization (employees and leaders).
It’s pretty easy to get off track and get into silos when you don’t take measures to come together and discuss the progress of the projects.
The following steps will get your team on the right track:
- Setting the right set of goals that align with the business strategy.
- Conduct regular check-ins so the team can update their progress and correct any misalignments.
- Set quarterly goals for the company. This ensures that everyone is going in the right direction and implementing the right tactics.
Continuous improvement and flexibility in planning
A significant point many companies are missing out in their strategy is continuous feedback and improvement.
When the teams don’t come together regularly, they miss the critical discussion on what’s working and not working on the strategic plan.
Follow these measures to ensure that your business strategy stays accurate:
- Support active collaboration and enable the team to take charge of that.
- Use a tool or software that facilitates continuous feedback, collaboration, and strategic planning.
- A useful software that supports the above kind of collaboration along with strategic planning is OKR management software called JOP .
- Fix things up and make changes in the strategy if required.
- See if a given strategy is working out or not by looking at the OKRs in team meetings.
- Prioritize opinions from your whole team and promote psychological safety.
- Get timely employee surveys and feedback to improve the team’s engagement.
Continuous performance management can support your business strategy and keep you on the right track.
And to get these things more efficiently, you have to leverage technology.
A good technology product in the performance plus OKR management domain is the JOP (Joy of Performing).
You can manage the OKRs for the team, review their performance, conduct employee surveys, and do much more on the same platform.
Take a tour of our website to know more.
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Those that combine business planning with performance measurement understand their products, competition, successful strategies and goal achievement much better
Your strategic plan and the planning process are the tools to deliver what is needed for performance management. They define the changes needed to positively
Parallel to growth, organization and business processes become more complex; and coordination among business units and monitoring goals gain priority. At each
Strategic planning is a process that involves describing the organization's destination, assessing barriers that stand in the way
The strategic plan defines the performance to be measured, while performance measurement provides the feedback that keeps the strategic plan on target.
This is accomplished through the following activities: Integrated Strategic Planning; Performance Management and Reporting; Evidence and Evaluation; Enterprise
View the best Business Performance Management software with Planning Tools in 2023. Compare verified user ratings & reviews to find the best match for your
Strategic Planning and Performance Measurement: Develop & Measure a Winning Strategy, provides a clear and concise roadmap for designing, implementing and
Running a business comes with many demands, big and small, and requires focus and attention on various areas. As a result, focus can be heavily placed on
What are strategic planning and a continuous performance management system? Business strategic planning is a logical plan aiming to achieve