The lifecycle performance management model is an enterprise framework that is centered on 35 greatest practices. Those greatest practices span across the five phases of the performance life-cycle: defining, planning, executing, monitoring and reporting. This article is the second of a series of five discussing the performance management greatest practices within lifecycle Performance Management, and will focus on the planning phase.
The focus of the planning phase is to start the buzz and obtain your organization prepared for the cultural changes that will take place during your successful performance initiative. Greatest practices in the planning phase enable you to gain employee acceptance into the performance initiative and put employees into a high performance mindset. They as well include base-lining current performance and setting future goals, breaking down functional barriers, identifying key processes that drive business success, and ensuring a successful performance management implementation through training.
1. Employee Acceptance Management
Employee Acceptance Management is the process of gaining employee buy-in by emphasizing performance expectations from the top level down. Employee Acceptance Management involves transforming employees into a tall performance mindset, communicating employee expectations and enabling those to understand the impact that their certain role has on the success of the organization.
2. Performance Management Planning
Performance Management Planning is the practice of defining the performance strategy and prioritizing activities according to that strategy-to ensure operational alignment with organizational goals. Performance Management Planning involves planning, budgeting, forecasting and allocating resources to support strategy and achieve optimal execution.
The Performance Management plan includes consolidating, monitoring, and reporting on performance outcomes for management, regulatory, and statutory purposes. The ultimate goal of Performance Management Planning is the ability to plan and budget in real-time with dynamic plans that provide real-time feedback too everyone what is part of the process.
3. Time Management (Planning versus Implementing)
Planning is an essential item on the critical path of every project. Our studies have shown that cutting corners on planning could triple the cost and time to implement enterprise level projects. Planning requires adequate information about the current and target states and accurate estimates of the time and financial investments required to perform each the steps necessary for change.
Planning as well involves putting together a team of committed and motivated individuals with defined team roles, outlining each tasks, assigning responsibilities, and proactively managing and mitigating risks. The planning process should include the development of a vision/scope document so that all team members understands the project vision, goals, objectives, schedule, and risks. The planning team should allow adequate time for team members too understand, investigate, document, and communicate prior to design and implementation.
4. Leadership Development
Leadership Development is the strategic investment in, and utilization of the human capital within the organization. The practice of Leadership Development focuses on the development of leadership as a process. With the rapid rate of change in our global economy, leadership has taken on the critical role of adaptation and innovation in the workplace. As companies restructure their business processes and employees, they need solid leadership training to communicate effectively, influence others, maximize creativity, and analyze your business. How leadership is demonstrated within an organization will determine how successful that organization will be and how successful those what pursue will become.
5. Employee Training
Employee training is one of the most powerful cost reduction drivers. Our research shows that the under-trained employee consumes 2 too six times the amount of technical support (including peer support) than an adequately trained user. Employee training should be performed on systems and applications, being careful to match the training that is delivered in relation to the employee's job. Training should include a mix of instructor-led classroom training, computer-based training, and just-in-time training to help grow user productivity and reduce support costs.
6. Staff Motivation
Motivated staffs are one that will operate as a team and will pitch in when needed to solve any amount calamity or challenge at hand. They will often exceed expectations and provide critical back up for each other. Motivated staffs work harder to meet the goals set by the organization.
7. Automated Asset Management
Electronically supported life-cycle driven asset process. Automated asset management consists of electronically supported procurement, automated inventory, and centralized data repository that are available too financial, administrative, technical planners, system administrators, and the service desk. Managed data within the asset management system consists of contract terms, hardware inventory, software inventory, accounting, maintenance records, change history, support history, and other technical and financial information.
8. Systems Scalability
Systems Scalability is a technical knowledge infrastructure that could logically and physically increase in performance and capacity with continuity too meet reasonable growth and change over time. A scalable architecture contains a strategic migration blueprint for continuous growth and progress. Commitment to scalable architectures enables the roll-out of homogeneous hardware and application platforms across users and departments with differing processing requirements, while providing technical staff with a popular platform to support.
9. Capacity Planning
Capacity planning is a process by which the capacity of the network and assets is measured, compared against requirements, and adjusted as convenient. The process of capacity planning involves mapping recent initiatives too existing infrastructure, understanding the cost dynamics of directory bandwidth and storage, memory, and other system resources.
10. Enterprise Policy Management
Enterprise policy management is a managed user environment in which a directory or desktop administrator canst control, with rules-based logic, which applications, settings, directory resources, databases, and other IT assets a user canst use. This environment is defined by user ID and is not necessarily machine certain. It is typically implemented by user profiles maintained at the server and synchronized with the client device that a user is logged onto.
Enterprise policy management precludes the user from making changes to the system; such as introducing unauthorized software or changing settings that can induce conflict with other system resources. As well, a managed environment controls the ease of use of the desktop, providing a common set of applications and entry for groups of users or individuals. In this manner, the user is presented just with the tools they have been trained on and want for the job, and assures that changes are managed. This process, integrated with a system management and change management policy, canst reduce service desk calls and unplanned downtime, as well as create a more predictable platform for system upgrades.
11. IS Training
IS professional training is critical in preparing the IS staff that are delivering support and service to users too confidently plan and implement initiatives and solutions, and resolve user issues readily and effectively. IS professional training should be obtained for each staff members on the systems, tools, and applications that are utilized in their daily jobs. Training should include instructor-led training classes, certification courses, seminars, and computer-based training.
Author Resource:-
Uchenna Ani-Okoye is an internet marketing advisor
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