Do you want your employees to work hard? (Yes, we’re starting with the easy questions.)
Well, actually you don’t. If those employees are doing the wrong things, or even doing the right things but in the wrong way, then hard work can, at best, be sub-optimal and ,at worst, counter-productive.
What we want from our employees is achievment of agreed outcomes, where those outcomes are in support of the organisational mission and move it towards its vision, helping realise the strategic plan.
This can be relatively easy for employees – if there is a current, active plan in support of a shared mission and vision. So, we sre looling for outcomes, not outputs.
This requires a change of mindset.
I talked a couple of posts ago about the importance of establishing critical success factors and supporting key performance indicators, and I talked last time abouit the dangers of hsving inappropriater measures of performance. This post brings both those points into sharper focus.
Ths mission and vision should lead us to the criticsal success factors – those things the organisation should do, and do well, to achieve its mission. The KPIs follow on, letting us identify whether progress is being made in relation to those CSFs.
So, you need to know not whether your employees are working hard but whether they are ‘moving the needle’ in relation to the KPIs which measure progress on CSFs which detemine success in achieving the mission.
And, preferably, your employees should know why you are measuring what you are measuring – and why it is important.