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©2008 Competitive Solutions, Inc. All Rights Reserved. 1
Scorecards: The Key to Accountability
Competitive Solutions, Inc. | 1140 Powers Place | Alpharetta, GA 30004
Toll Free: 800.246.8694 | Phone: 770.667.9071 | Fax: 770.667.9020
©2008 Competitive Solutions, Inc. All Rights Reserved. 2
Performance Today – Are we winning or losing?
©2008 Competitive Solutions, Inc. All Rights Reserved. 3
Performance TodayThe CURRENT State of Business Connectivity:
• Every organization is measuring, yet very few people feel connected to the overall business
• Often organizational leaders are feeling overwhelmingly accountable for results, yet struggle with driving the same degree of engagementthroughout the team
• In an attempt to drive engagement and interest, leaders find themselves influencing through their Proximity, Position, and powers of Persuasion
• In the absence of a robust connectivity process, a mindset of dependence and entitlement will prevail
• Metrics currently being tracked often serve as Thermometers, notThermostats – Plastered on bulletin boards and populated by non-stakeholders
• Employees looking to leaders to provide Clarity, Connectivity, and Consistency
• Result: a culture with sporadic focus, faint sense of urgency, and selective engagement driven by the crisis of the moment
©2008 Competitive Solutions, Inc. All Rights Reserved. 4
Non-Negotiable Connectivity Process
©2008 Competitive Solutions, Inc. All Rights Reserved. 5
©2008 Competitive Solutions, Inc. All Rights Reserved. 6
©2008 Competitive Solutions, Inc. All Rights Reserved. 7
Connectivity ProcessA Business Scorecard System
BUSINESS SCORECARD:A simple and concise tracking tool designed to create a common business languagethroughout an organization.
©2008 Competitive Solutions, Inc. All Rights Reserved. 8
Connectivity Process• Leadership team creates key business focus areas and a standard format
– No more than 15 goals per scorecard – Performance is color coded, Red/Green – Visually projected in meeting room so that it sets the tone – Is the team winning or losing? Tone should be set within five seconds…
• All lower teams develop tactical scorecards to support the key business focus areas – Shared ownership for populating data
• Business scorecards are reviewed in every team meeting as a standard agenda item
• Team members utilize an action register to address scorecard performance issues – Red = Corrective Action Plan, Additionally 90 days of Green Performance warrants a scorecard metric review – Thermometer to Thermostat application
• Both Scorecards and Action Registers need to be integrated into a single electronic process thereby giving anyone visibility into a team’s performance at anytime.
• Scorecards and action registers audited by the senior leadership team twice per year for alignment and robustness
©2008 Competitive Solutions, Inc. All Rights Reserved. 9
Consistency ProcessA Business Scorecard System
©2008 Competitive Solutions, Inc. All Rights Reserved. 10
©2008 Competitive Solutions, Inc. All Rights Reserved. 11
Consistency ProcessAn Accountability System
ACTION REGISTER:An accountability tooldesigned to documentcritical tasks, ownership responsibilities,and target dates.ARE YOU MOVING THEBUSINESS FORWARD?
ACTION OWNERTARGET
DATECOMPLETION
DATECOMMENTS
©2008 Competitive Solutions, Inc. All Rights Reserved. 12
Consistency ProcessAn Accountability System
©2008 Competitive Solutions, Inc. All Rights Reserved. 13
©2008 Competitive Solutions, Inc. All Rights Reserved. 14
The scorecard needs to be visible to all team membe rs and used as the catalyst of each weekly meeting. Everyone should b e able to see if the team is “winning or losing.”
Communication ProcessCreation of a scorecard driven, business focused co mmunication process that consistently drives urgency and accountability in the organization
©2008 Competitive Solutions, Inc. All Rights Reserved. 15
Join Shane immediately following the session for a book signing of his best selling business novel