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Submitted by dipsen on
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I have broken the rules of a new manager already and been changing things...  Not entirely my fault - but still I am suffering the consequences. 

They were in the middle of organising the department into regional teams, and left the final implementation until my appointment which was at the end of November.  I've re-organised everything to the regional teams, and only just finalised it this week...  (Unfortunately too - this is the 3rd one the company has done from January 2010)

Having said that - I think I have the department onside at this stage, but they are change weary.

I have been asked by my manager (The Managing Director) to come up with weekly targets for the team:

"As a matter of urgency, ( and quickly discussed yesterday) , please make it your highest priority to set weekly targets of Kpis for each staff member within the workflow team."

I'm more than prepared to do so, and have made significant progress on the KPI's... but what I'm worried about is the implementation of such. 

I'd like to think I can create the KPI's, and start to measure, without giving feedback for a while - apart from to the managers - not individuals at this stage (I'm a couple of levels up in the business). 

I'm worried that if we start measuring is too much detail with feedback too quickly - I'm just going to upset the moral of an already change weary team.  I would prefer to let them be for a month at least... Obviously measure and refine the KPI's in the meantime, but wait until at least March, if not April, before providing feedback.

I'm up to O3's and Feeback in my "rollout" of my staff... but I'm more worried about their staff at this stage.

What do the Manager Tools community think?

stephenbooth_uk's picture

 If so, could you book a meeting with them (or if you're doing O3s already in your 10 minutes) and ask them how they think their day to day work contributes to those goals.  If there is a match up explain that you have been asked to produce weekly KPIs and ask them what they think appropriate indicators/measures are, if you have a number of people who are doing the same job and have the same goals you might do this as a group and get them to brainstorm the indicators.  It would also be worth seeing how KPIs are used in your company.  Some companies see them as a minimum acceptable standard whilst others use them to drive streetch objectives.  You may need to moderate the process and perhaps set levels against a more realistic view if the goals are more stretch type but your company uses KPIs as a minimum standard.

This should get some buy in to the KPIs from your directs as they have had a hand in setting them plus they become less "The cudgel with which I am being hit each week" and more "How I provide evidence for my annual review".  As a bonus when it comes to annaul review time you have documented evidence for the goals that matrch up to KPIs and in your O3s you can incorporate any relevant KPIs into the measuring the effectiveness of coaching.

 Stephen

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Skype: stephenbooth_uk  | DiSC: 6137

"Start with the customer and work backwards, not with the tools and work forwards" - James Womack

 

stevesim's picture

I'd suggest you listen to How to Set Annual Goals (Part 3 of 3) posted Jan 13, 2008.  "John" did just what you are being asked to do by figuring out how to measure what his staff was already doing.  Set your initial KPIs at what you are already doing and once your staff see this as nothing new you figure out with them how to improve. 

Steve Simmons
CGEIT, CISA, CISM, CISSP
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dipsen's picture
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Seems my intution was about right...  The staff are "able" to be managed via events in our information management system.. it's just that no one has managed it really at the staff level.  Only at the "department" level.

I have spoken to my staff, and worked out the KPI's they would like to see...  as it turns out - all the things I would have wanted if I could anyhow.  The only one I am adding is "Net Promoter Score" and customer service type goals (how many times do they talk to our customers, how long between etc.) (We're a homebuilder, and I manage the process between taking a deposit and starting work).  ("More communication more often, and it's all about people - sound familar??)

Nothing we've looked at so far (apart from customer service stuff) are things they aren't used to seeing in other reports, it's just they will be collated into one that "management" will look at.. (as well as the staff).   I've written an implementation plan already to my boss (which he hasn't seen yet - not until tomorrow) which stipulates the KPI's can't be used for performance management for a couple of months.. - I think he will agree.  We'll use it as "competition" to start with, (Carrot before the stick type approach).. We'll be able to set realistic targets after examining historical data.

Good so far..   We'll see how it goes.

O3's are amazing.  My staff just embraced the idea and came up with suggestions..  I hope their staff are equally as OK with the idea..  After I've moved their seating plan around they are a little unsettled. 

Dale

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Mark

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