2

A GOAL WITHOUT A PLAN

IS JUST A WISH‐ Antoine de Saint‐Exupery

3

PERFORMANCE 

MEASUREMENT

PERFORMANCE 

MEASUREMENT

What is it?

What is it?

Why do we need 

it?

Why do we need 

it?

Big DataBig DataImpactImpact

4

A B C D

A. Yes

B. No

C. Not currently, but we have in the past

D. We are in the process of implementing one

5

The Collaboration Disconnect Communication Tool for a Global Community

Using “Big Data” to Drive Business Decisions

6

What Is Performance Measurement?

7

Don’t Just Look At The Money

Are you measuring Tangible AND Intangibleperformance factors?

8

“What You’re Missing”

9

How Do YOU Measure Performance?

A B C D E

A. Financial Scorecard

B. Performance Reviews

C. Customer Satisfaction Polls

D. All of the Above

E. Other

10

Are You Getting The Whole Picture?STRA

TEGIC ELEMEN

TS

• Views/Mission

• Objectives

• Strategy

• Priorities

• Key Programs

• Resource Allocation

• Goals/Metrics

• Structure

• Roles and Responsibilities 

• Competencies

• Mgmt Process

• Governance

• Incentives/Rewards

• Culture HUMAN

 ELEMEN

TS

• Leadership

• Team Effectiveness

• Commitment

• Motivation

• Communication

• Involvement

• Trust/Respect

ENGAGEMENTDIRECTION ORG DESIGN

11

A Strategy For Aligning Your Strategy

Pre‐Program Analysis

Design & Development

Implementation & Feedback

Measurement & Evaluation

1

2

3

4

12

Mission Objectives Measurements Gaps

Pre-Program Analysis Determines:

1 2 3 4

13

Design & Development

Establish Objectives

Outline Your Strategy

Define Measurements

14

Establish Objectives That Are:

Simple

Specific

Attainable

15

Outline Your StrategyEx: Wellness Plan

Performance Standard: StressMetric:  Blood Pressure Test

Goal: BP  120/80

Performance Standard: Fruit IntakeMetric: nutrient chart

Goal:  5 fruit servings per day

Performance Standard: EnduranceMetric: Timed Cardio

Goal: 5 miles

KPI 3exercise

KPI 2food

KPI 1mind

16

Communicate, Communicate, Communicate

OngoingMeasurements& Feedback

Recognition for achieving goals and/or milestones

Implementation

Goals & Objectives

Ongoing measurements & feedback

Recognition for achieving goals 

and/or milestones

17

Does Your Organization Provide You With Consistent Feedback On Your Performance?

Raise Your Hand

18

How Do You Know That You’re Doing It Right?

19

– Align Goals and Objectives

– Get the whole picture

– Apply the 4 steps:

1. Pre‐Program Analysis2. Design & Development3. Implementation & Feedback4. Measurement & Evaluation

– Engagement is critical to the success of your plan.

– Performancemeasurement is an ongoing process.

20

21

If you have any further questions about this presentation, or would like to discuss how QuintLoyalty can help you design an effective performance measurement plan, please contact:

Donna ChrobakEmail: dchrobak@quintloyalty.comLinkedInPhone: 704‐926‐2710 QuintLoyalty.com

22

• Behn, R. D. Why measure Performance? Different Purposes Require Different Measures. 2003 . 

• Bradford, R. (2002). Aligning employees with strategy. Inc.com. Retrieved December 27, 2013, from www.inc.com/articles/2002/04/24063.html.

• Kaufman, R., Oaklye‐Brown, H., Watkins, R., and Leigh, D. (2003). Strategic planning for success: Aligning people, performance, and payoffs. San Francisco: Jossey‐Bass.

• Moullin, M. Delivering Excellence in Health and Social Care. Buckingham: Open University Press, 2002. Print.

• Moullin, M. "Performance Measurement Definitions. Linking Performance Measurement and Organizational Excellent." Emerald. International Journal of Health Care Quality Assurance, 2007. 20:3,pp. 181‐183.

• Neely, A. D., Chris Adams, and Mike Kennerley. The Performance Prism: The Scorecard for Measuring and Managing Business Success. London: Financial Times/Prentice Hall, 2002. Print.

• Office of the Chief Information Officer (OCIO) Enterprise Architecture Program. Treasury IT Performance Measures Guide. U.S. Department of the Treasury. May 2007

• Pershing, J. A. (2006). Handbook of Human Performance Technology. San Francisco: Pfieffer. 

• Slide 11: http://www.zthree.com/performance_alignment.php

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• Watkins, R., Triner, D., and Kaufman, R. (1996). The death and resurrection of strategic planning: A review of Mintzberg’s The rise and fall of strategic planning. International Journal of Educational Reform, 5(3), 390‐393.

• Read more at http://www.business2community.com/social‐business/collaboration‐project‐management‐social‐business‐2014‐trends‐watch‐0727305#1RZacqU7u55Twm1Y.99

• Read more: http://www.referenceforbusiness.com/management/Or‐Pr/Performance‐Measurement.html#ixzz2pFwd7j5w

• Read more: http://www.incentivemarketing.org/?page=DevelIncentProg

• Read more: http://www.referenceforbusiness.com/management/Or‐Pr/Performance‐Measurement.html#ixzz2pByhMTYR

• Read more: http://www.ehow.com/how_7291887_define‐kpi‐metrics.html#ixzz2qByy1hF4

• Read more: http://ezinearticles.com/?Defining‐Primary‐Metrics‐‐‐Starting‐Off‐on‐the‐Right‐Path&id=2357418