Performance Management

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Performance Management

• Presented by
• Amy Torre
• State of Connecticut
• Department of Administrative Services
• Strategic Leadership Center
• Amy.Torre_at_po.state.ct.us

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Performance Management

• From Measuring Productivity to Managing by Results

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Where We Were

• Tracked transactions, mandates, error rates,
  production levels, costs
• Had Strategic Business Plan, IT Plan, HR Plan,
  Budget
• Administered Employee Surveys
• Conducted Organizational Self-Assessment
• Solicited feedback from customers
• Evaluated managers using balanced scorecard
  approach
• Had mission, vision, values

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Where We Needed to be

• Develop and implement a fully integrated SYSTEM
  for managing business performance
• Link to organizational mission, vision, values
• Track outcomes-to what end?
• Set strategic and operational goals and track
  progress toward meeting them
• Review performance using business results
• Build upon Malcolm Baldrige Criteria for
  Performance Excellence
• Add value for all stakeholders
• Use results from surveys, feedback, and
  self-assessments to drive business improvement

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How Would We Get There?

• DAS Performance 2001

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What do you do? Why do you do it? For whom do
you do it? MISSION

• Our mission is to maximize our customers
  success through the timely delivery of
  cost-effective, innovative, quality business
  services and products.

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Vision
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What are the Organizations Goals? Do they
support the Mission?

• What do you want to achieve in the short-term,
  long-term, and ongoing?

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Identify SMART Goals

• Specific
• Measurable
• Achievable
• Realistic
• Time-bound
• State the end results that a program or service
• is expected to accomplish within a certain
• time frame
• Commit to the organizations mission

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How are you going to achieve your goals?

• You must identify your STRATEGY
• What activities must happen and when?
• Who is responsible?
• What are the constraints and obligations?
• What are the necessary resources?

• You must MEASURE your progress
• How will you know?
• What are the key indicators?

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• Benefits of a Performance
• Measurement System
• Enhances decision making
• Improves internal accountability
• Enhances public accountability
• Supports strategic planning and goal setting
• Allows for effective resource allocation

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• Limitations of a Performance Measurement System
• Performance measurement can have more cost than
  benefit.
• The usefulness of performance measurement varies
  by its use.
• Government cannot go out of business.
• Some things that governments do are not easily
  measured or not meant to be measured.

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Why Measure in the Public Sector? Increased
Accountability

• Measurement systems can clarify and focus
  long-term goals and strategic objectives
• compares actual performance against expectations.
• Measurement results can provide information about
  the success of programs and services to
  stakeholders
• Legislators
• Citizens
• Employees
• Partners/Suppliers
• Customers

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What do we Measure?
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Performance Measurement Cycle
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CT Department of Administrative Services Human
Resource Examples

• Then
• Job Applications
• Exams
• Personnel Action Processing time
• Size/Demographics of Workforce

• Now
• Successful placements
• Agency (customer) satisfaction
• Employee job satisfaction
• Quality of candidates/placements

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CT Department of Administrative Services
Strategic Goal Accountability

• Then
• Management
• Production
• Project Completion
• Labor Relations
• Individual Achievement
• Process Compliance

• Now
• Leadership
• Planning and Measurement
• Business Impact
• Employee Development
• Team success
• Eliminate of duplication and waste
• Business achievement

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DAS Philosophy

• If you dont measure results, you cant tell
  success from failure
• If you cant see success, you cant reward it
• If you cant reward success, youre probably
  rewarding failure
• If you cant see success, you cant learn from it
• If you cant recognize failure, you cant correct
  it
• If you can demonstrate results, you can win
  public support