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Will You Add? - How to Design Great Performance Measures
Did you know generating positive media coverage is four times more effective than advertising? Getting exposure in the media is far-reaching, utterly credible and free. As an added bonus you may well attract an audience that you never anticipated. But talking to reporters can be risky and threatening for first timers. You can say too much and lose control of the interview. You can say the wrong thing and damage your reputation. You can say "No Comment" and miss an opportunity.The only way to build your profile, brand and image is by learning th
don't measure it just because it's easy
It's easier to select more viable candidates for measuring a result when you describe it richly and without weasel words. In fact, you can end up with so many candidate measures that you might be tempted to pick those that are the easiest to bring to life. You already have the data, it would be a waste not to use it, no-one's got the time to collect more data. But you'd be falling into one of the deepest traps of organisational performance management: not making sure that your organisation has the data it really needs.
Do you often see print advertisements outdoors, as much as you see Web advertisements when you surf through the Web? I’m pretty sure that you have entirely different views and reactions upon seeing and actually taking notice to these two different kinds of advertising. The differences may vary in their use of color, typefaces, and space.Whatever else the difference is between Print Ads and Web Ads, many would still prefer the traditional print advertisements in order to promote their business, products or services. Not all people have access to
* brainstorming with your team in a one-hour session during your two-day planning workshop?
* trawling the internet or other places to find out what others like you measure?
* asking your IT guy or gal what data you have and creating measures from that?
* hoping someone will tell you (maybe a consultant or a stakeholder)?
These aren't approaches to measure selection. They are just ways to gather ideas for what to measure. None of these methods include any kind of overt and deliberate evaluation of which measures are the best measures. And you're probably wondering why your organisation has so many meaningless measures! Plus, on the flip side, these methods may have left you high and dry without any viable options for measuring some of those less tangible results like culture or sustainability or engagement or confidence.
If this is your burden - having no logical, practical way of choosing or designing the measures that can truly convince you that you're making the differences you need to in the world - then here are three tips that might make your life a little easier:
1. measure the result, not the action
2. what you can observe and describe, you can measure
3. don't measure it just because it's easy
measure the result, not the action
"Ensure that people with a disability do not experience discrimination and have their particular needs for services and support acknowledged and met." Such an inspirational and noble goal is so easily cheapened by a measure like "Establishment of an effective Advisory Council on Disability". Such measures track the activity associated with the initiatives hypothesised to produce the results implied by such wonderful goals. They can't let us know how much or how frequently people with a disability experience discrimination.
No doubt you're going to want to monitor activities in your organisation, but what meaning does that have unless you are first monitoring the results those activities exist to produce or influence?
what you can observe and describe, you can measure
Why is it so hard to measure results like "achieving equi-marginal efficiency for trade-exposed industries on a least-cost trajectory within a general equilibrium model"? The answer is not because no-one has thought of the right measure yet! If we go back to basics, measuring is about observing and collecting specific information about something. If you don't know how to recognise when that something is happening, you can't know where and when and how to collect information about it, can you?
So before you can measure "achieving equi-marginal efficiency for trade-exposed industries on a least-cost trajectory within a general equilibrium model", you need to know what equi-marginal efficiency and least-cost trajectories look and feel and sound like when they're happening. Even more, you need to be able to describe it in words that are evocative, words that conjure rich and detailed and shared pictures in the minds of people before they select or design measures.
don't measure it just because it's easy
It's easier to select more viable candidates for measuring a result when you describe it richly and without weasel words. In fact, you can end up with so many candidate measures that you might be tempted to pick those that are the easiest to bring to life. You already have the data, it would be a waste not to use it, no-one's got the time to collect more data. But you'd be falling into one of the deepest traps of organisational performance management: not making sure that your organisation has the data it really needs.
Development of civilian child care sector is virtually driven by two causes: mothers’ employment alongside with children’s development. Affordable child care stimulates maternal employment and contributes to gender equality. At the same time, high quality child care is impossible with cost minimization, as the two goals – affordability and quality care are conflicting. A number of governmental policies and subsidiary programs have been introduced to guarantee quality care by setting the standards and offering financial support, but the increasing numbeflip side, these methods may have left you high and dry without any viable options for measuring some of those less tangible results like culture or sustainability or engagement or confidence.
If this is your burden - having no logical, practical way of choosing or designing the measures that can truly convince you that you're making the differences you need to in the world - then here are three tips that might make your life a little easier:
1. measure the result, not the action
2. what you can observe and describe, you can measure
3. don't measure it just because it's easy
measure the result, not the action
"Ensure that people with a disability do not experience discrimination and have their particular needs for services and support acknowledged and met." Such an inspirational and noble goal is so easily cheapened by a measure like "Establishment of an effective Advisory Council on Disability". Such measures track the activity associated with the initiatives hypothesised to produce the results implied by such wonderful goals. They can't let us know how much or how frequently people with a disability experience discrimination.
No doubt you're going to want to monitor activities in your organisation, but what meaning does that have unless you are first monitoring the results those activities exist to produce or influence?
what you can observe and describe, you can measure
Why is it so hard to measure results like "achieving equi-marginal efficiency for trade-exposed industries on a least-cost trajectory within a general equilibrium model"? The answer is not because no-one has thought of the right measure yet! If we go back to basics, measuring is about observing and collecting specific information about something. If you don't know how to recognise when that something is happening, you can't know where and when and how to collect information about it, can you?
So before you can measure "achieving equi-marginal efficiency for trade-exposed industries on a least-cost trajectory within a general equilibrium model", you need to know what equi-marginal efficiency and least-cost trajectories look and feel and sound like when they're happening. Even more, you need to be able to describe it in words that are evocative, words that conjure rich and detailed and shared pictures in the minds of people before they select or design measures.
don't measure it just because it's easy
It's easier to select more viable candidates for measuring a result when you describe it richly and without weasel words. In fact, you can end up with so many candidate measures that you might be tempted to pick those that are the easiest to bring to life. You already have the data, it would be a waste not to use it, no-one's got the time to collect more data. But you'd be falling into one of the deepest traps of organisational performance management: not making sure that your organisation has the data it really needs.
The world may be changing at a fast pace but the internet is changing even faster. Online businesses are taking the market by storm; to get a firm footing in the market where the competition is running high, you need to be noticed. The newest trend in marketing is animated logos. Animated logos can be made easily and at a reasonable price from online designers.You can choose from the various available choices which are:A professional logo designerLogo designing SoftwareOnline logo designerAfter you have made a plan foar needs for services and support acknowledged and met." Such an inspirational and noble goal is so easily cheapened by a measure like "Establishment of an effective Advisory Council on Disability". Such measures track the activity associated with the initiatives hypothesised to produce the results implied by such wonderful goals. They can't let us know how much or how frequently people with a disability experience discrimination.
No doubt you're going to want to monitor activities in your organisation, but what meaning does that have unless you are first monitoring the results those activities exist to produce or influence?
what you can observe and describe, you can measure
Why is it so hard to measure results like "achieving equi-marginal efficiency for trade-exposed industries on a least-cost trajectory within a general equilibrium model"? The answer is not because no-one has thought of the right measure yet! If we go back to basics, measuring is about observing and collecting specific information about something. If you don't know how to recognise when that something is happening, you can't know where and when and how to collect information about it, can you?
So before you can measure "achieving equi-marginal efficiency for trade-exposed industries on a least-cost trajectory within a general equilibrium model", you need to know what equi-marginal efficiency and least-cost trajectories look and feel and sound like when they're happening. Even more, you need to be able to describe it in words that are evocative, words that conjure rich and detailed and shared pictures in the minds of people before they select or design measures.
don't measure it just because it's easy
It's easier to select more viable candidates for measuring a result when you describe it richly and without weasel words. In fact, you can end up with so many candidate measures that you might be tempted to pick those that are the easiest to bring to life. You already have the data, it would be a waste not to use it, no-one's got the time to collect more data. But you'd be falling into one of the deepest traps of organisational performance management: not making sure that your organisation has the data it really needs.
The foundation of Avon was set back in 1886 by a man named David H. McConnell. It all began in a small 20x25 ft. building in New York with the name California Perfume Company (I am unsure of the reason for naming a New York based company California Perfume Company). Since, Avon has spread all over the world with a universal appeal and as a recognizable household name.Avon Timeline:1886 Started as the California Perfume Company1897 Perfume manufacturing laboratory built (3,000 sq. feet standing at 3 stories tall now 320,000 sq. fequi-marginal efficiency for trade-exposed industries on a least-cost trajectory within a general equilibrium model"? The answer is not because no-one has thought of the right measure yet! If we go back to basics, measuring is about observing and collecting specific information about something. If you don't know how to recognise when that something is happening, you can't know where and when and how to collect information about it, can you?
So before you can measure "achieving equi-marginal efficiency for trade-exposed industries on a least-cost trajectory within a general equilibrium model", you need to know what equi-marginal efficiency and least-cost trajectories look and feel and sound like when they're happening. Even more, you need to be able to describe it in words that are evocative, words that conjure rich and detailed and shared pictures in the minds of people before they select or design measures.
don't measure it just because it's easy
It's easier to select more viable candidates for measuring a result when you describe it richly and without weasel words. In fact, you can end up with so many candidate measures that you might be tempted to pick those that are the easiest to bring to life. You already have the data, it would be a waste not to use it, no-one's got the time to collect more data. But you'd be falling into one of the deepest traps of organisational performance management: not making sure that your organisation has the data it really needs.
INTRODUCTION TO HOW TRADITION STALLS IMPROVEMENTSIf It Ain't Broke, Don't Fix ItA motorist asks a farmer for a glass of water. The farmer obliges, using a hand pump to draw water from a well. The pump handle turns close to a board, and the farmer curses as he scrapes his knuckles against it.Motorist: Why not move that board? It serves no purpose.Farmer: It's been there since my father's time. If it was good enough for him, it is good enough for me.Aping Human BeingsImagine a cage containing five apes. In the cao be able to describe it in words that are evocative, words that conjure rich and detailed and shared pictures in the minds of people before they select or design measures.
don't measure it just because it's easy
It's easier to select more viable candidates for measuring a result when you describe it richly and without weasel words. In fact, you can end up with so many candidate measures that you might be tempted to pick those that are the easiest to bring to life. You already have the data, it would be a waste not to use it, no-one's got the time to collect more data. But you'd be falling into one of the deepest traps of organisational performance management: not making sure that your organisation has the data it really needs.
You'll need to think about more than just the feasibility of each potential measure in deciding on the best ones. Measures are meaningful when they have strong relevance to the result you want them to evidence.
use your brain when you design your measures
Three basic steps to better measures: focus on the result and not the activities, articulate clearly what that result looks like, and shortlist your potential measures by balancing feasibility with strength of relevance. Yes it will take a little more time that you have probably been giving to measure selection, but it will save you loads more time than you have probably been wasting managing with the wrong measures.
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