Performance Management
Performance indicators that actually drive decisions: a balanced scorecard, dashboards and a regular review cycle.
Most organisations have performance indicators; few take decisions on them. The difference is not the tool but the design and the governance: a few indicators that measure results rather than activity, each with a realistic target and a named owner, data that arrives on time, and a regular meeting that opens with the indicators and closes with decisions. That is what we build with you, from the organisation down to the individual.
What the service covers
KPI framework
Deriving indicators from the strategic objectives, and defining for each a definition, formula, data source, target and owner, within a balanced scorecard or the framework your entity uses.
Cascading performance
Cascading indicators from the organisation to departments and then to individuals, so every employee can see how their work feeds an objective top management watches.
Dashboards and reporting
Designing dashboards for each management level with the right number of indicators, connecting them to data sources, and setting an update cycle so the figure arrives before the decision, not after it.
Performance review governance
A regular review meeting with a fixed agenda, documented decisions each with an owner and a date, and an escalation route for what does not move.
Employee appraisal system
Designing the individual appraisal system — objectives and competencies, appraisal forms and the review cycle — linking it to reward and development, and training managers to hold performance conversations.
Results ready for excellence awards
Organising results the way excellence models expect them: three-year trends, targets, benchmarks and coverage of everything that matters to the entity's work.
How we deliver
- 1
Diagnose
Reviewing the existing indicators, their data sources and the current review meetings, and establishing what is actually used, what is not, and why.
- 2
Design
Deriving indicators from the objectives, setting targets on a real baseline, and designing the dashboards and review cycle with the indicator owners.
- 3
Implement
Connecting the dashboards to data, running the first two review cycles with you until the habit settles, and training managers to read indicators and decide on them.
- 4
Review and improve
Reviewing the system after two quarters: dropping what went unused, correcting unrealistic targets and keeping what proved its worth.
Frequently asked questions
How does this differ from strategic planning?+
Strategic planning sets where the organisation is heading. Performance management answers, every month, whether it is actually getting there. Many entities have a good plan and no idea where they stand against it — that is where our work starts. The two can run together, or performance management alone for an existing plan.
How long does building a performance system take?+
For a medium-sized entity, 8 to 12 weeks to the first dashboard and the first review meeting, then we stay with you through two review cycles until the system settles. An employee appraisal system usually adds 4 to 6 weeks.
Do we need special software for the dashboards?+
Not at first. We design the dashboard on whatever tool you have; many entities start with spreadsheets or a reporting tool they already own. The tool is chosen after the design has proved it gets used, not before.
Does the service cover employee appraisal?+
Yes. We design the individual appraisal system and its link to departmental and organisational objectives, the forms and the review cycle, and we train managers to hold appraisal conversations. It can be commissioned on its own, without the corporate KPI system.
We are a government entity in excellence awards — does this help?+
Directly. Excellence models assess results by their trend over the years, targets, comparisons and coverage — exactly what a performance system produces. An entity that manages its performance monthly finds its results evidence ready at submission time.
Our work in this service
From a target written into the contract to best in class, two years running
Read moreApproved strategyWith indicators and owned, scheduled initiativesChange culture and strategy for a Sharjah government entity — and the Emirate's organisational structures manual
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