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Discover the transformative power of Performance Management in organizational success. Jim Cerny, with 39 years in IT and significant achievements in local government management, unveils insights from his journey, including the City of Coral Springs' numerous awards for excellence. Learn how Performance Management fosters data-driven decisions, accountability, and continuous improvement. This guide emphasizes the importance of establishing clear performance goals, linking KPIs to priorities, and incorporating feedback mechanisms to empower staff, build trust, and elevate overall performance in your organization.
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Performance ManagementWhat’s in it for me • Jim Cerny • 39 years in IT; 31 in local government and management • 16 years @ Director/CIO level • 11 years with Coral Springs (96-07) when City received awards for organizational excellence • 1997 Governor’s Sterling Award • 2003 Governor’s Sterling Award • 2007 Malcolm Baldrige Award • Served as category lead writer for 2003 and 2007 applications • 5 years with Pasco County – 2007 County begins its journey to organizational excellence • Effectively used Performance Management • Retired April 30, 2012
Why Performance Management? • Allows for data-driven resource and priority decisions • Forms the basis for continuous improvement • Focuses attention on priorities and results • Helps you learn • Identifies successful strategies • Facilitates accountability • Motivates behavior • Answers the question “How are we doing?”
Performance Review –Link to Programs & Services • Map Core Processes • Measure Demand • Measure Supply • Measure Cycle Time • Measure Quality/Level • Measure Cost • Establish Performance Goal(s) • Measure & Analyze Results • Identify Improvements (OFI’s) • Implement OFI’s
WIIFM - Administrators • Facilitates shared vision & methodology with Commission • MISSION, VISION, & VALUES • High level organizational priorities • KPI’s linked to priorities • Funded Initiatives for upcoming FY • Initiatives linked to Strategic Plan priorities • Business Plan changes require Commission approval • Budget includes funding for Business Plan Initiatives • Facilitates shared vision & methodology with departments • Departmental performance measures • Business Plan includes funding related to changes in service • Funding requests include impact upon performance • Manage expectations, maintain linkage & focus, define success • Performance reporting: KPI ‘s; departmental; initiatives • Builds confidence and trust • Performance based communications improves decision making process • Increases transparency & accountability • Promotes data driven decision making and continuous improvement • Impact driven service level, performance goals
WIIFM - Director • Organizational success and expectations are defined • performance goals; mission, vision and values; performance feedback • Opportunity to define departmental success and expectations • Departmental, division, individual performance goals • Departmental mission, vision and values • Regular performance feedback and acknowledgement • Reduce anxiety related to performance evaluations (own & staff) • Opportunity to expand Staff’s shared vision and mindset • Empowerment & acknowledgement • Manage expectations and maintain focus via performance reviews & feedback • Recognize changes in quality, cost, demand, supply sooner (less pain) • Non-believers fade away • Builds confidence and trust • Performance based communications improves decision making process • Increases transparency & accountability • Opportunity to link impact on service with funding levels • Cost driven; demand driven; quality driven
Staff’s Challenging Work Environment • Growing workload • demand up; supply down • working longer/after hours • increasing backlog • Under appreciated • focus on what is not getting done • growing customer frustration • Lots of dis-satisfiers • no raises; increased employee contributions; no tuition assistance • layoffs; more with less; uncertainty of culture change
Shared Vision – Alters Employee Perceptions • Engaged in an organization wide effort with a common goal! • Increases positive feelings! • Decreases negative feelings!
2009 Survey • 2% worse • 41% same • 57% better • 2011 Survey • 2% worse • 46% same • 52% better
WIIFM - Staff • Success and expectations are defined • Organizational, departmental, division, individual performance goals • Organizational and departmental mission, vision and values • Regular performance feedback and acknowledgement • Reduce anxiety related to performance evaluations • Shared vision and mindset improve performance • Empowered to do right things & do things right • Peer pressure to perform • Increased teamwork and cooperation • Achievements help offset dis-satisfiers • Increased job satisfaction
Engagement Obstacles Commission • Educate and convert slow adopters • Performance bandwagon • Peer pressure Staff • Culture • Educate and convert slow adopters • Non-believers go away • Performance • Educate and convert • Non-believers go away • Dept/Div Management • Culture • Educate and convert slow adopters • Non-believers go away • Performance • Educate • Facilitate • Augment • Non-believers go away
Summary • Journey to Organizational Excellence requires effective performance management. • DO THE RIGHT THINGS – Align and link priorities throughout planning, funding, and service delivery activities. • DO THINGS RIGHT – Implementing OFI’s from performance reviews is silver bullet for sustained improvement in services. • Employee empowerment and recognition are key to their “buy in”. • Performance based communications improve decision making process. • Performance management is a win/win/win for the organization.
