Employee Resourcing Strategies

In: Business and Management

Submitted By Anointed1
Words 3111
Pages 13
Performance Measurement Promotes Effective Management
Effective management is based on a foundation of effective measurement, and almost everything else is based on that. Bain & Company director emeritus and customer loyalty expert Frederick Reichheld unequivocally put it this way: "Measurement systems create the basis for effective management."[7]
As Figure 1-1 illustrates, measurement determines what management does, and it works—through management—to touch every part of the organization, including compensation and rewards. Figure 1-1: MEASUREMENT: THE MOST FUNDAMENTAL MANAGEMENT SYSTEM.
Organizations are conglomerations of many systems. Measurement is actually the most fundamental system of all. When the "measurement system" works well, management tends to manage (and reward) the right things—and the desired results will occur. The measurement system—for good or ill—triggers virtually everything that happens in an organization, both strategic and tactical. This is because all the other organizational systems are ultimately based on what the measurement system is telling the other systems to do. Unfortunately, as we will see, most organizations do not have one integrated measurement system, but rather many measurement systems located in functional "silos" and not well interconnected.
I am continually amazed how many leaders pursue the wrong things— and it almost always comes down to what is being measured. The wrong measures tend to trigger the wrong activities—because they represent what people "see." Then these wrong activities generate the wrong results—no matter how well-executed the activities are. Most individuals and organizations don't get what they want because they don't measure what they really want!
If your measurements are out-of-whack, everything else will be as well. This is a real problem, because no organization can be any better than…...

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