Follow-up, Metrics and Performance Improvement
In the last blog I talked about how important follow-up is to the employee feedback and review process. In fact it’s possibly more important than much of the review. And without a follow-up process, the value of the review seems to evaporate like a water on my windshield on a hot day. Today, I just wanted to share a quick thought in parrallel as it applies to performance management.
If you think about it, follow-up is critical to employee reviews, but it’s just as important to strategic planning, and certainly to performance management. Follow-up, buttressed by some type of assessment or measuring process is key to anything we expend significant resources on to produce a change . That’s true whether the follow-up is a general assessment of “What worked” and “What didn’t”, or if it is tied to specific outcome metrics (ex. Improve % of customer retension, increase % of website activity, etc.)
Stephen Gill, in a blog this week – Describes an apt metaphor, characterizing our approach to measuring the impact of training and other “improvement” activities to playing golf in the dark – can’t accurately tell where the pin is, don’t know how close the ball you hit is to the pin, after while, you don’t care…