Key Learning Objectives
- Learn about the practical success factors to strengthen your organisation’s strategy execution capability
- Find out what are the key attributes of a strategic plan that then facilitates to subsequent successful execution of that plan
- Learn the importance of aligning strategy with the culture of the organisation
- Understand the special challenges of successful strategy execution within an NFP organisation
- Develop your take-away practical action plan to improve the strategy execution performance of your organisation
About the Course
Measuring and managing performance is a fundamental aspect of management in all organisations, regardless of ownership, purpose or size. Government and Not-For-Profits (hereafter “NFPs”) have certain specific issues to be addressed on this subject, and our course highlights the issues in both concept and practice.
“Performance Management” is a term often considered in terms of managing people / employees, but in this programme we consider the subject from two key perspectives:
- Measuring and managing the NFP as a whole
- The people / employee dimension of performance management
A key element of the course is the concept of “what gets measured gets managed” and the underlying necessity of selecting the relevant KPIs – for both the NFP as a whole and the individual employee.
KPI selection is too often a weak link in management, and we will focus upon the methodology of selecting the most appropriate KPIs and then of using those KPIs in planning and monitoring situations.
Who Will Benefit
The course is aimed at those responsible for the overall business management and the management of people / employees of NFPs, big and small.
In addition to top level business managers (CEOs and equivalent) the programme is especially suitable for those involved in:
- Business planning, monitoring and management review at both organisational and departmental levels
- HR managers who see the need to strengthen alignment between the organisation’s overall goals / strategy and the individual employee, at all levels of seniority
Performance measurement / management of the NFP as an organisation
1. Course introduction – and what is special about Government and NFPs in respect of managing performance
- Delegate introductions
- Different types of NFPs
- The scope of performance measurement and management:
- The distinctions between measurement and management
- “Keep it simple” – especially for smaller NFPs, the right balance between effective business management disciplines and the avoidance of a bureaucratic burden
2. Setting goals and building business plans
- Being clear on the purpose of the organisation and the taxpayer / donor’s expectations: setting realistic and relevant overall goals
- Creating a clear strategy to reach the goals
- Translating strategy into KPIs relevant for both the shortterm and long-term, and with sensible performance targets
- Actions to deliver the sought-after performance targets
3. Monitoring progress, keeping on track
- Establishing an effective management review process
- The dynamics of a management review process: who attends, frequency, roles and responsibilities? Developing sensible rules of engagement.
- Avoiding the danger of a “talking shop”
4. Supporting culture and behaviour
- Understanding the “soft” dimensions of measurement and management
- Effective leadership – comes in all shapes and sizes, but must be there
- Creating a performance culture – not excuses
- Communicate, communicate, communicate
- Working as a team , not in “silos”
Performance measurement / management of the individual employee
5. Setting personal objectives and appraising progress
- The methodology for aligning the employee to the unit and the organisation as a whole: understanding the balance between team and personal objectives
- Understanding accountability – and balancing the individual with the success of the team and ultimately the whole organisation
- Examples of good – and not so good – personal objectives
- The appraisal system – what is modern good practice
- Using the appraisal system as a key input to drive training needs analysis
6. Aligning performance to reward and recognition / compensation
- The arguments for and against linking performance to reward / compensation
- The stick-and-carrot scheme: what is the stick?
- The “menu” concept
- The key success factors in creating a genuine performance culture
- Structuring a compensation scheme that really works well in practice
On-site & in-house training
Deliver this course how you want, where you want, when you want – and save up to 40%! 8+ employees seeking training on the same topic?
Talk to us about an on-site/in-house & customised solution.