Managing change in 6 steps

How to achieve performance improvement?  By introducing change

Management by Performance - how

How to implement the MBP

Definition

1. MBP is planning, organizing, directing and control that give due emphasis on output and outcome.

2.      MBP is a system of management that seeks excellence by planning and measuring efficiency and performance of all key activities and all job holders in the organization.

3.      With full participation at performance planning and evaluation stage, the management and staff would be a committed team to ensure its success and sustainability.

4.      MBP is based on the simple obvious concept that unless you know what result you want to achieve you would never get there.  The emphasis is on outcome orientated management. 

      Methodology
5.       For that purpose, the following are envisaged:

a.      Profit model: cost volume profit analysis

b.      Use the ROE chart model and business planning.

                                                              i.      Where the total input, output and outcome model shown

c.       Use the recorded performance standards in the organization

d.      Apply the globally accepted excellent model.

6. If a manager wanted to get to a set of defined results, it must:

a.      Know his current performance level.

b.      He must know his strengths and weaknesses

c.       He must be able to adopt and develop appropriate strategies, adopt the best practices and innovation.

d.      The strategies should be coordinated and linked through a strategic map.

e.      To focus on the critical performance gaps and success factors.

7.    The set goals of the CEO are cascaded to all in the organization.  Delegation done through the budgetary system ensures coordination, consistency and efficiency throughout the organization.

      MBP in planning and budgeting

8.       The MBP concept sets out to achieve its goal through a process which could be summarized as follows

a.      Identify the company SWOT by conducting performance comparative analysis with a best company within the industry.

b.      Identify the performance gaps and thereafter rank them based on criticality.

c.       Solve leakages and bleeds through immediate stop gap measures.

                                                              i.      Performance solutions such as wrong strategies

                                                            ii.      Lack of motivation or authority

                                                          iii.      Lack of competency

                                                           iv.      Lack of coordination and consistency

d.      Develop and adopt strategies based on the accepted SWOT and market conditions.

e.      Initially design an acceptable business model where strategies are put in place.

f.        Put the business into the ROE model for the final acceptable check.

g.      Otherwise go back to step 1.

9.    All job holder must have his performance scorecard where the following records are being kept:-

a.      Official Record of the job holder

                                                              i.      Purpose of the job.

                                                            ii.      Position in the organization

                                                          iii.      Size of job

                                                           iv.      Limits of authority

b.      Performance records of the job holder

                                                              i.      Key Result Areas

                                                            ii.      Performance Target

                                                          iii.      Key Performance Indicators

                                                           iv.      Performance problems and opportunities

10.  Performance targets are usually measured in SMART

11.  The value chains or processes in the business are compared against industry to identify critical improvement where necessary.

12.  Means of measuring efficiency and performance could be as follows:-

a.      Both Financial and Non-financial data

b.      Output input ratios

c.       Dynamic output input ratios

13.  Performance records keep the following:-

a.      Performance gaps between targets and actuals.

b.      Highest Performance achievements by the job holder

14.  Improvement Strategies

a.      Performance problems and opportunities

                                                              i.      When negative gaps widen and impacted the bottom line performance.

                                                            ii.      Exploit positive performance by breaking through the markets.

b.      Justify improvement change

                                                              i.      ROE calculation

                                                            ii.      IRR for cash flows projections

c.       Approach

                                                              i.      Cost reduction should be given priority

                                                            ii.      Worker initiatives

                                                          iii.      Expected outcome measured

                                                           iv.      Output input measure

d.      Conclusion

      The role of HR in MBP

15.   Performance planning meeting

a.      Goal setting for the next period.

b.      How much gaps to close.

c.       Key result areas and key performance indicators

d.      Best Practices and innovation to be adopted.

e.      Strategic mapping

f.        Administrative changes

                                                              i.      Authority

                                                            ii.      Resources

16.  Performance Appraisal

a.      Prior to review meeting

                                                              i.      Gaps are calculated

                                                            ii.      True performance are measured

                                                          iii.      Root cause analysis

                                                           iv.      Suggested Performance solutions

b.      Appraisal meeting

                                                              i.      Quantitative and qualitative Performance targets

                                                            ii.      Agree on the performance problems and opportunities

                                                          iii.      Agree on the performance solutions

                                                           iv.      Further action

17.  Staff Annual performance appraisal

a.      The purpose

                                                              i.      Reward performance based on the value of performance gains.

                                                            ii.      Promotion opportunity for the competent

                                                          iii.      Identifying critical Training needs

b.      Conduct of appraisal meetings

                                                              i.      Joint and objective analysis of performance

                                                            ii.      Has the target set been achieved?

                                                          iii.      The root cause of the problem and the solutions

                                                           iv.      Discuss the changes required

                                                             v.      Gain their commitment and ownership

c.       Follow up by the manager to all the relevant departmental heads:--

      In conclusion

18.   The benefits of MBP in summary

a.      The emphasis of management is now widened to include efficiency and performance measures.

                                                              i.      All Managers must be able to measure and evaluate key activities under his responsibility.

                                                            ii.      He must link his activities and that of his team and with that of the organization.

                                                          iii.      The Manager must measure his own performance and that of his subordinates.

                                                           iv.      He must identify and apply the industry best practices to his organization.

                                                             v.       He must adopt the right strategies and put them in practices.

                                                           vi.      Ultimately, all management activities should lead towards maximizing the return goals.

Managing Performance 14 steps 700

14 steps performance management where

1. Strategies are incorporated.
2. Efficiency are measured quantitatively.
3. Participation of all are encouraged.
4. Accountability and recognition are expected.

How to Transform?

----    Achieve targeted results at a short time - one definition

3 steps in transformation.

1. Performance need analysis
2. Performance planning and budgeting
3. HR performance planning and appraisal

How to transform - the right theme

• Everyone work towards the same agreed common goals.  (encourage participation)
• Leakages and under performances are checked and corrected with the right set of solutions and performance improvement. (quantitative measures)
• Adopt the right strategies  at all levels and functions
• Formulate and simulate the right business models and sub-models.
• Everyone is accountable for results and recognition for the performers.

16 steps to transformation

1. Bench mark with the best in the industry.
2. Identifying and adopting best practices
3. Conduct gap analysis to identify  SWOT.
• strength, weakneses, weaknesses, threats
4. Identify the right key result areas to identify the key success factors and critical performance gaps.
5. Improve on the right business strategies 
6. Establish the right Cause effect relationship
7. Linking and integrating strategies towards corporate goals - strategic mapping
8. Check efficiency along the value chain.
9. Improving team work for better performance
10. Creating the environment for job innovation
11. Challenging but realistic objectives and goals
12. Design and test the business model.
13. Clear objective to increase commitment of all stakeholders
14. Training to increase competency -  capacity building
15. introduce innovations for the year/products /systems
16. Provide incentives and motivation in HR.
17. Check for the right business simulations and models
18. Cash Flows
19. ROE check

•       Copyright :  Arriffin Mansor 012-2786282

PERFORMANCE CHANGE
	Management Activities	Objectives	Tool used
1	Financial Statement Analysis	Performance Gaps	Key Ratio Analysis on Benchmark companies
2	Evaluate Performance gaps	To identify Critical gaps	Pareto/sensitivity
3	Depth analysis on critical gaps/ root cause analysis	Performance problems and issues	Component ratios Key Result Areas BSC perspectives ROE value drivers
4	Identifying best practices and innovations	Performance solutions and strategies	New business model and ROE model Training
5	Cascade Performance Targets to all through their heads	Commitment and feedback	Strategic map
6	Performance management	Commitment and recognition and teamwork	HR performance planning and appraisal Job description and chart of authority Key Performance Indicators Performance measures
7	Integrating other resources in the plans	A viable business with growth and liquidity.	Business plans and budgeting

Managing performance in 10 steps

A system of management that achieve the set goals through

• Participation
• Quantitative measures
• Strategic thinking and problem solving
• Accountability and recognition

1. Conduct gap analysis against industry standards to arrive at SWOT.
2. Identify performance problems and issues through key result areas.
3. Formulate performance solutions, strategies and best practices.
4. Redefine target market and reprofile customers for the right market positioning.
5. Simulate and test the strategies in the new business model.
6. Define and linked performance objectives and goals at all levels
7. Measuring performance through Key Performance Indicators, functions and levels.
8. Setting standards and targets through KPIs
9. ROE the ultimate goals in the cooperative sector
10. Rewarding performance by acceptable performance measures
11. Solving performance problems by training and/or non-training solutions. 
12. cash flows
13. Budgetary loans

Copyright :   Arriffin Mansor 012-2786282