Assessment
Overview
The Why, What, and Who of Performance Assessment
Contents
Presented by:
Thomas Lorusso
Andrew Ginsburg
Mihyun Park
Why?
In any organization, 4 main components contribute to productivity: Business process, technology, workplace, and people/organization.The main goal of any assessment strategy is to measure the effects
of changes in these components on some type of performance (diagram:
Steelcase1997).
Other benefits include:
Spotting declines in productivity.
Comparing results at different
levels of an organization to make decisions.
Linking management in labor
in efforts to improve productivity
Demonstrate increases in productivity
to stockholders
Conducting research and evaluation
of new methods.
Support plans that include
rewards and incentives.
What?
Assessment tools can measure a variety of results. These results range from concrete products such as number of soda cans produced to abstract ideas such as creativity. An example of the types of measurement taken can be seen in this excerpt from a Steel Case Knowledge paper titled, "Measuring Results" (1997):Example: "The facility manager documented several before and after measures: indoor air quality, thermal comfort, daylight access, square feet per worker, call volume per hour, and time per transaction."
The most important step in developing a performance assessment strategy
is to clearly define what is going to be measured.
Who?
This question is really, "Who are interested in the results of performance measures?" The obvious answer is the executives and managers of a given company. But organizational performance is also important to stockholders, Wall Street analysts (predicting future performance), and those interested in making various types of donations to organizations.
Overview |
Performance Measures |
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Building Performance |
Applications |
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Sources |
Links |