In the last Blog we described the need to weed out Weasel words in strategy statements. In this Blog we focus upon the need to identify the most significant performances that we can deliver that have positive causative impacts upon those strategic goals. In doing this we should be very clear that the key performance measures are those that are outcome based. Activities such as milestones met or surveys done are not performance measures; they are activities. They may well be useful in ensuring contractors deliver but they are not KPI’s. A relocation project that meets its milestones and budget is of course important from an internal management perspective, but the important performance measure is that it delivered the business benefits that were the reason for it being done. The results of a Post Occupation Evaluation survey that met an overall target result are outcome based and a meaningful performance measure. Carrying out a POE is just an activity not a result.
Workplace performance management is important in that it seeks to measure the positive value that is delivered to the client business, not to justify how busy the service delivery department has been.
Performance management can be an onerous activity unless it is sensibly prioritised. There is no point in devising workplace performance measures which Workplace Managers are unable to take action upon to improve the results. For example, staff turnover is unlikely to be solely affected by the workplace physical conditions and services but they could be a contributing factor and only partly in the control of Workplace Managers. Workplace Managers should only address those issues that are identified as caused by Workplace services.
It is also important that Workplace Managers do not waste time in creating performance measures in areas which Workplace Management doesn’t regard as a priority. If there is no intention to enhance for example catering services, there is no point in raising expectations, wasting resources on creating performance measures, and producing reports just because they may be easy to produce.
Having rationalised the number of performance measures to those that are outcome based and which can be directly affected by Workplace Management actions, we need to align these with the business’s strategic goals. One way of doing this is described by Stacey Barr in her book “Practical Performance Measurement”. She calls this a Results map in which all the outcomes from the selected Performance metrics are listed and causal relationships to organisational goals identified. This is best done as a collaborative task that involves all interrelated service departments involved in Workplace Management as each may have suitable and quality data to provide meaningful measures to be achieved. This process can uncover goals that are conflicting – which will also require further clarification and action to resolve.
For example a goal of increasing the speed of introducing changes to greater Agile Working objectives may conflict with an IT goal of reducing IT spend on desktop management.
For further information on selecting Performance measures we recommend you read:
Stacey Barr “Practical Performance Measurement” ISBN 978-0-9923837-0-1 (2014)
and for further information about Workplace Management you look at the IFMA web site for Workplace Management Framework
Click here to read the third installment: How to map Workplace Performance Measures to Strategy – Step 3. Identifying Quality Performance Measurements and Outcomes
Create a better workplace strategy by getting the foundations right. For more information on workplace performance measures, contact a AWA workplace management professional on +44 20 7743 7110 or email firstname.lastname@example.org with your inquiry. Advanced Workplace Associates are based in London, United Kingdom but now work internationally across the United States of America, Asia and Europe.