Performance By Design: The Systematic Selection, Design, and Development of Performance Technologies that Produce Useful Results

Chapter 4

Define Performance Assessments

Introduction

Performance objectives are most valuable when they have been

defined in measurable performance terms. Before making decisions

about how to improve performance, however, you have to identify

the actual mechanisms for measuring achievements—that is, the

performance assessments that will be used to measure accom-

plishments. Defining the tools and techniques that will be used to

assess performance will help you select appropriate performance

technologies (those that can accomplish necessary results), as well

as guide any evaluative judgments about the success of the per-

formance improvement efforts. When comparing and selecting

alternative interventions, for instance, you will use these measures

to assess the potential of each potential performance technology to

accomplish desired results.

The process for defining the appropriate performance assess-

ments for each objective includes the identification of the charac-

teristics necessary for an assessment to adequately measure per-

formance, as well as steps for either selecting or creating the nec-

essary performance assessment tools and techniques (see Figure

4.1). You will want to define the performance assessments that will

measure your results prior to selecting the performance technolo-

gies or processes.

Performance assessments are helpful in a number of ways:

they can help you communicate achievements; monitor progress in

accomplishing results; clarify results-focused expectations; inform

and educate organizational partners; motivate partners; document

results; and evaluate accomplishments. That's why they come in a

variety of shapes and colors. From single-item data points (e.g.,

number of products sold) and complex scales (e.g., attitude sur-

veys) to qualitative observations of performance (e.g., task

approval) and quantitative comparisons (e.g., balanced score-

cards), performance assessments are as diverse as the decisions

they support. Be sure that your decisions regarding the selection or

creation of assessment objectives are aligned at each level of

results.

76 Performance by Design

Figure 4.1. Process for defining performance

Revise as required

Define Performance

Assessments

Step 1: Cluster performance

objectives

Step 2: Identify desired

characteristics

Step 3: Select or create an

appropriate assessment

Step 4: Verify alignment

Relating Performance Objectives,

Measures, and Indicators

Defining success in terms of the results to be accomplished has

been our primary focus up to this point. Performance assessments

now have to be selected and/or developed to serve as the actual

measurement vehicles in determining the success of any selected

performance technologies. Do this prior to selecting any perform-

ance solutions. The tools and techniques used to evaluate the suc-

cess will determine which performance technologies are best able

to provide the required results.

Performance measures can be single items of data, aggregates

of indicators from multiple components of the same result, or even

indexes of data from multiple sources. Most performance assess-

ments consist of multiple measures. Depending on the performance

objective, a single measure or a variety of measures may be appro-

priate. At the individual/team level (where performance objectives

are typically most detailed), only a single measure might be neces-

sary. It is nonetheless frequently useful to include more than one

measure of performance.

Define Performance Assessments 77

Multiple indicators of performance are useful. Measures of

workforce compliance, for example, can be combined with a new

time-card policy that includes number of users, daily entry logs,

number of errors, and so forth. The multiple indicators of perform-

ance (i.e., results) can provide a more complete picture of accom-

plishments.

Each performance objective should have at least one assess-

ment, one measure, and one indicator of performance. When pos-

sible, use the same (or similar) measures or indicators to assess

results related to more than one performance objective, and try to

identify closely related assessments for those performance objec-

tives that are aligned with the achievement of similar results. By

increasing the number of indicators and measures of performance,

you can improve the accuracy of a performance assessment.

Linking Performance Objectives

Analyze, link, and cluster performance objectives that have related

measurements of success to develop effective performance

assessments. By doing this, you capitalize on shared measures of

performance and reduce redundancies in evaluating success by

systemically aligning performance objectives. Review the perform-

ance objectives across organizational divisions as well. Look for

similarities, associations, sequences, and opportunities to share

performance indicators.

It is important to have a systemic perspective of performance

objectives (see Figure 4.2). Focusing on single performance objec-

tives can lead to random acts of improvement, rather than a coordi-

nated initiative that consistently accomplishes useful results.