Measuring Performance

Book description

Organizations want--and need--to track the changes in their overall performance. And the divisions, units, teams, and individuals within these organizations engage in similar success measurement. Performance Measurement explains the importance of regularly monitoring your group's performance and introduces formal measurement practices. You'll learn to Apply a disciplined process to performance measurement Set targets and communicate data effectively Use performance management as a coaching and development tool Meet Your Mentor Robert S. Kaplan is Baker Foundation Professor at the Harvard Business School and Chairman of the Practice Leadership Committee of Palladium, Executing Strategy. He has authored or coauthored 14 books, 18 Harvard Business Review articles, and more than 120 other papers.

The Pocket Mentor series offers immediate solutions to the challenges managers face on the job every day. Each book in the series is packed with handy tools, self-tests, and real-life examples to help you identify strengths and weaknesses and hone critical skills. Whether you're at your desk, in a meeting, or on the road, these portable guides enable you to tackle the daily demands of your work with greater speed, savvy, and effectiveness.

Table of contents

  1. Pocket Mentor Series
  2. Title Page
  3. Copyright Page
  4. Table of Contents
  5. Mentor’s Message: Why Measure Organizational Performance?
  6. Measuring Performance: The Basics
    1. An Overview of Performance Measurement
      1. Why appraise business performance?
      2. What is performance measurement?
      3. Who uses performance measurement data?
    2. Understanding Key Performance Indicators
      1. What is a KPI?
      2. Three types of KPIs
      3. KPIs and you
      4. Who uses KPIs?
    3. Understanding Performance Measurement Systems
      1. What is a formal performance measurement system?
      2. Why are performance measurement systems beneficial?
      3. Types of performance measurement systems
    4. Step 1: Deciding What to Measure
      1. Defining your objectives
      2. Defining critical success factors
      3. Defining performance metrics
      4. Evaluating data sources
    5. Step 2: Gathering Performance Data
      1. Setting targets
      2. Using benchmarking and baselines
      3. Determining a target range
      4. Collecting and communicating data
    6. Step 3: Interpreting Performance Data
      1. Comparing targeted and actual performance
      2. Deciding how to respond
    7. Avoiding Common Mistakes
      1. Too few or too many metrics
      2. Unaligned metrics
      3. Overly aggressive targets
      4. Manipulation of performance data
      5. Difficulty validating data
      6. Inappropriate responses to performance shortfalls
      7. Outdated objectives and measures
    8. Maura’s Story
      1. Setting objectives, CSFs, and metrics
      2. Gathering performance data
      3. Interpreting performance data
      4. Making important discoveries
  7. Tips and Tools
    1. Tools for Measuring Performance
    2. Test Yourself
      1. Answers to test questions
    3. To Learn More
    4. Sources for Measuring Performance
    5. Key Terms
  8. How to Order

Product information

  • Title: Measuring Performance
  • Author(s): Harvard Business Review
  • Release date: October 2009
  • Publisher(s): Harvard Business Review Press
  • ISBN: 9781422155530