Editor's Note: Take a look at our featured best practice, Objectives and Key Results (OKR) (23-slide PowerPoint presentation). Successful organizations are using Objectives and Key Results (OKR) now. OKRs are efficient way to track company and team goals and measure their progress. It helps every organization's success by cutting out unimportant goals and focusing on what truly is important within the organization. OKR [read more]
6 Factors of Performance Alignment
Also, if you are interested in becoming an expert on Performance Management, take a look at Flevy's Performance Management Frameworks offering here. This is a curated collection of best practice frameworks based on the thought leadership of leading consulting firms, academics, and recognized subject matter experts. By learning and applying these concepts, you can you stay ahead of the curve. Full details here.
* * * *
Deviation in Performance results in failure to achieve our set objectives, which consequently leads to criticism from stakeholders, among other more severe consequences.
One reason for the inability to meet Performance objectives is that individual employee goals do not match up with the organization’s larger goals.
Performance Alignment occurs when actual Performance synchronizes with expected Performance.
Expected Performance ensues when an individual’s conduct generates the envisioned results or outcomes.
Employee Performance is vital in Performance Alignment.
Performance Alignment basically means making sure that all employees throughout the organization are purposefully endeavoring in the direction of the organization’s goals.
Performance Alignment happens relatively spontaneously within small setups. Growing organizations face the challenge of not being able to work in close quarters with all employees, and thus misalignment with the organization’s greater vision and goals can ensue.
People usually do not intentionally go adrift from the organizational goals; the fact is that it takes a great deal of deliberate exertion to keep a budding or larger organization aligned.
Performance Alignment is different from Performance Management in this aspect. Although Performance Alignment and Performance Management are strongly associated, they arise from distinct objectives and mentalities.
- Performance Management is related to Productivity and achieving Performance goals.
- Performance Alignment Mindset concerns itself with the manner in which the team’s endeavors work up to the organization’s eventual objectives and broader vision.
- Performance Management mentality focuses on tangible skills, augmented and efficient Productivity, and training that supports this mindset.
- Focus in Performance Alignment is not only on the team Performance but also on whether what they are undertaking is the correct area to be working on.
Performance Alignment is affected by 6 key factors that relate to individual as well as collective Performance.
All 6 factors project people as “living control systems” who are goal-oriented and try to make their perceptions match their expectations.
Let us delve a little deeper into some details of these factors.
Clarity means figuring out what the success variable is and what its value needs to be for it to be considered a success.
Individuals who exert control measure up their perception of the present state with what they envision—their desired state.
Individuals who act as “living control systems” display the characteristic of being committed to the outcomes they have set for themselves.
Performers for whom the desired outcome is set by the managers may not have the same level of commitment as someone who has bought into the outcome. Managers and workers should both take steps to make sure that enough commitment exists.
Commitment is a combination of 2 conditions: the Contribution of outcomes to the broader objectives and the Positive Balance of the consequences.
Competent people can vary their behavior according to circumstances in order to consistently achieve an outcome.
Such flexibility allows them to realize reasonably constant outcomes under varying circumstances.
Interested in learning more about 6 Factors of Performance Alignment? You can download an editable PowerPoint presentation on 6 Factors of Performance Alignment here on the Flevy documents marketplace.
Do You Find Value in This Framework?
You can download in-depth presentations on this and hundreds of similar business frameworks from the FlevyPro Library. FlevyPro is trusted and utilized by 1000s of management consultants and corporate executives.
For even more best practices available on Flevy, have a look at our top 100 lists:
Want to Achieve Excellence in Performance Management?
Gain the knowledge and develop the expertise to become an expert in Performance Management. Our frameworks are based on the thought leadership of leading consulting firms, academics, and recognized subject matter experts. Click here for full details.
Performance Management (also known as Strategic Performance Management, Performance Measurement, Business Performance Management, Enterprise Performance Management, or Corporate Performance Management) is a strategic management approach for monitoring how a business is performing. It describes the methodologies, metrics, processes, systems, and software that are used for monitoring and managing the business performance of an organization.
As Peter Drucker famously said, "If you can't measure it, you can't improve it."
Having a structured and robust Strategic Performance Management system (e.g. the Balanced Scorecard) is critical to the sustainable success of any organization; and affects all areas of our organization.
Readers of This Article Are Interested in These Resources
28-slide PowerPoint presentation
35-slide PowerPoint presentation
About Mark BridgesMark Bridges is a Senior Director of Strategy at Flevy. Flevy is your go-to resource for best practices in business management, covering management topics from Strategic Planning to Operational Excellence to Digital Transformation (view full list here). Learn how the Fortune 100 and global consulting firms do it. Improve the growth and efficiency of your organization by leveraging Flevy's library of best practice methodologies and templates. Prior to Flevy, Mark worked as an Associate at McKinsey & Co. and holds an MBA from the Booth School of Business at the University of Chicago. You can connect with Mark on LinkedIn here.
Top 10 Recommended Documents on Performance Management