The Tyranny of Metrics by
How the obsession with quantifying human performance threatens our schools, medical care, businesses, and government Today, organizations of all kinds are ruled by the belief that the path to success is quantifying human performance, publicizing the results, and dividing up the rewards based on the numbers. But in our zeal to instill the evaluation process with scientific rigor, we've gone from measuring performance to fixating on measuring itself. The result is a tyranny of metrics that threatens the quality of our lives and most important institutions. In this timely and powerful book, Jerry Muller uncovers the damage our obsession with metrics is causing--and shows how we can begin to fix the problem. Filled with examples from education, medicine, business and finance, government, the police and military, and philanthropy and foreign aid, this brief and accessible book explains why the seemingly irresistible pressure to quantify performance distorts and distracts, whether by encouraging "gaming the stats" or "teaching to the test." That's because what can and does get measured is not always worth measuring, may not be what we really want to know, and may draw effort away from the things we care about. Along the way, we learn why paying for measured performance doesn't work, why surgical scorecards may increase deaths, and much more. But metrics can be good when used as a complement to--rather than a replacement for--judgment based on personal experience, and Muller also gives examples of when metrics have been beneficial. Complete with a checklist of when and how to use metrics, The Tyranny of Metrics is an essential corrective to a rarely questioned trend that increasingly affects us all.
HBR Guide to Performance Management (HBR Guide Series) by
Are your employees meeting their goals? Is their work improving over time? Understanding where your employees are succeeding--and falling short--is a pivotal part of ensuring you have the right talent to meet organizational objectives. In order to work with your people and effectively monitor their progress, you need a system in place. The HBR Guide to Performance Management provides a new multi-step, cyclical process to help you keep track of your employees' work, identify where they need to improve, and ensure they're growing with the organization. You'll learn to: Set clear employee goals that align with company objectives Monitor progress and check in regularly Close performance gaps Understand when to use performance analytics Create opportunities for growth, tailored to the individual Overcome and avoid burnout on your team Arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.
Key performance indicators : the 75 measures every manager needs to know by
By identifying and describing the most powerful financial and non-financial KPIs, this book will make life easier for you by defining them, explaining how and when they should be used and providing a rich library of KPIs that have been proven to significantly improve performance. The book presents case examples to illustrate the selection and use of the KPIs and provides tools such as KPI selection templates and Key Performance Questions to help you apply the most appropriate KPIs effectively in your business.
Key Performance Indicators by
Streamline KPIs to craft a simpler, more effective system ofperformance measurement Key Performance Indicators provides an in-depth look athow KPIs can be most effectively used to assess and driveorganizational performance. Now in its third edition, thisbestselling guide provides a model for simplifying KPIs andavoiding the pitfalls ready to trap the unprepared organization.New information includes guidance toward defining critical successfactors, project leader essentials, new tools including worksheetsand questionnaires, and real-world case studies that illustrate thepractical application of the strategies presented. The bookincludes a variety of templates, checklists, and performancemeasures to help streamline processes, and is fully supported bythe author's website to provide even more in-depthinformation. Key Performance Indicators are a set of measures that focus onthe factors most critical to an organization's success. Mostcompanies have too many, rendering the strategy ineffective due tooverwhelming complexity. Key Performance Indicators guidesreaders toward simplification, paring down to the most fundamentalissues to better define and measure progress toward goals. Readerswill learn to: separate out performance measures between those that can betied to a team and result in a follow-up phone call (performancemeasures) and those that are a summation of a number of teamsworking together (result indicators) look for and eradicate those measures that have a damagingunintended consequence, a major darkside Sell a KPI project to the Board, the CEO, and the seniormanagement team using best practice leading change techniques Develop and use KPIs effectively with a simple five stage model Ascertain essential performance measures, and develop areporting strategy Learn the things that a KPI project leader needs to know A KPI project is a chance at a legacy - the project leader,facilitator, or coordinator savvy enough to craft a winningstrategy can affect the organization for years to come. KPIprojects entail some risk, but this book works to minimize thatrisk by arming stakeholders with the tools and information theyneed up front. Key Performance Indicators helps leadersshape a performance measurement initiative that works.
Rewarding Performance by
Part One identifies common principles that underlie sound performance and rewards management. Chapter One sets the stage for defining these principles by describing how a human resource management strategy is derived from the organizational context and strategy. Chapter Two presents common principles for effectively managing performance. Chapter Three develops principles that should be incorporated into rewards management strategies. Part Two explores the development and execution of "local" performance and rewards management strategies, which can be utilized for different segments of the workforce. The segments of the workforce addressed here are: Executives (Chapter Four), Sales Personnel (Chapter Five), Professionals (Chapter Six), Operating & Administrative Support Personnel (Chapter Seven), Teams (Chapter Eight) and global workforces (Chapter Nine). Part Three addresses how programs to support the local strategies can be developed and how they can be integrated to produce alignment. Guidelines for effective implementation, administration and evaluation are presented. Chapter Ten examines some of the contextual and environmental factors that impact performance and rewards management for public sector and not-for-profit organization workforces. Chapter Eleven focuses on integrating local strategies and executing strategies through program development, implementation and administration. Chapter Twelve provides a model for strategy and program evaluation.
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