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Business Performance Assessment Program Best Practice 16 – In-Progress Assessment Briefings
Business performance assessments lose their value if the recommended performance improvement actions are not fully implemented. Consequently, it is not only important for executive leadership accept the recommendations; the mangers responsible for providing the time, capital, and labor to implement the actions must also buy-in. Because these managers tend to be those whose area was cited as needing improvement, their buy-in can be difficult to earn.
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About the Author
Nathan Ives is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.
An effective business performance assessment program does more than simply identify performance improvement opportunities. Highly effective programs reinforce management’s commitment to and fosters a culture of continuous performance improvement among all organizational members. To achieve this, these programs must be inclusive of as a many individuals as possible throughout the assessment process; engaging personnel – from the C-Suite to the shop floor – in interviews, on assessment teams, and at the final closeout briefings.
Interpretation of cultural surveys requires application of strong statistical analysis methods and knowledge-based results aggregation. Drawing overall conclusions can be counterintuitive; requiring a fundamental understanding of how surveys extract data about the collective nature of an organization’s culture and how to interpret that data in light of the collective nature of the organization’s culture.
Individuals naturally become edgy when monitored at work. Observation programs shrouded in secrecy further contribute to this sense of anxiety as observed subjects remain unaware of what is being documented and how it might affect their career. Consequently, observers can significantly reduce the observed subjects’ anxiety by making the observation, including observation documentation, as transparent as possible.
Many top executives are hired because their knowledge and experience will combine with and enhance current corporate practices; resulting in improved performance and higher profits. But what happens when this hybrid becomes the new norm and performance and profits plateau? The executive is replaced.
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