The Acquisition Handbook

Performance ManagementMissions, Visions and Objectives have been clearly articulated and communicated, stretchingtargets have been set, accountability and delegation addressed and rigorous performancereview processes put in place with top leadership fully engaged.The Defence Management Board (DMB) has developed its own balanced scorecard for theDepartment as a whole bringing together, amongst others, key measures from the DPA, theDLO, the ECC and the Second Customer. The balanced scorecard is used by the MB/XBs of theECC, the DLO and the DPA.Performance Management Process ModelHelping individuals, teams, the Customer, DPA and DLO to improveperformance. The following steps will guide you through the processof leading your team meetings.Reward &Recognition1 How are we doing?$ Review four boxes in theBalanced Scorecard$ Review the team in relation tothe Excellence GuideBy:$ Canvassing views of the wholeteam preferably in a workshopenvironment$ Looking at customer feedback$ Looking at financial position$ Set in context of previous andcurrent positions and targetsBy:2 Find out the good points$ Making reference to the Key PerformanceIndicators KPIs and customer feedback$ Seeking the views of everyone in theteam$ Identifying items of “best practice” to beshared across the territoryBalanced ScorecardBy:3 Identify areas ofconcern$ Making reference to theKPIs, and customerfeedback$ Looking at areas whereperformance is belowthe averageTraining &DevelopmentBy:5 Draw up action plan$ Allocating clearly defined actionsto individuals to be done withinan agreed timescaleUse the KPIs to:$ Assess current position$ Monitor progress$ Identify areas fordevelopmentBy:4 Generation of ideas$ Asking individuals or pairs in theteam for their ideas/solutions tothe concerns$ Prioritising the ideas in terms offeasibility of implementation42