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InnovateVirtual - Targeted Communication

The communication and training resource book is actually more than 700 pages. I’d like to eventually make the whole thing available online but I need some feedback first. The book illustrates the use of web-based technology for engaging real-time measures, contribution, and delegated results. The book showcases EmployeeTalk Technology in the process, and examples dialogs and concepts in the application of methods, techniques, and tools. I focus on development in over forty core competencies that can help anyone wanting to grow with their organization. One of the main focuses is on follow-through actions, exercises, and other books to read to help performance growth.

The communication and training resource book is actually more than 700 pages. I’d like to eventually make the whole thing available online but I need some feedback first. The book illustrates the use of web-based technology for engaging real-time measures, contribution, and delegated results. The book showcases EmployeeTalk Technology in the process, and examples dialogs and concepts in the application of methods, techniques, and tools. I focus on development in over forty core competencies that can help anyone wanting to grow with their organization. One of the main focuses is on follow-through actions, exercises, and other books to read to help performance growth.

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CORE MEASURES<br />

What are measures?<br />

Performance measures: Leader performance measures are often criticized because of how subjective<br />

they can be due to the lack of clear expectation not being communicated. The measures align to business<br />

results and are both important and urgent to improve, given the current strategic direction. The strategic<br />

direction of the organization is like the Sun where gravity pulls the relevant measures from all levels of<br />

space of the organization into alignment with the current goals. Core competencies executed to a clear<br />

expected standard are one of these measures and driver of business results.<br />

Industry measures: I identify these as political measures because of unknown quantities. They are<br />

another subset within the universe of measures. As measures to business results go it is like Pluto— not<br />

as important to the (universe of planets) external stakeholders of the organization. Industry benchmark<br />

measures are measures of business results that are shared across similar organizations. Being measured<br />

against ourselves is much more accurate and can be justified and therefore is urgent for the organization<br />

to produce.<br />

More often than not, industry measures are different from performance measures, because of how they<br />

influence the board and align more to the strategic comparison needs of the administration, and not so<br />

much to the strategic needs of the organization’s stakeholders and culture. So for the organization itself,<br />

they are not important. They are an information product provided for external use only and not something<br />

you should need or want to ever buy.<br />

Sometimes industry benchmark measures can be performance measures, but only when they align directly<br />

with the strategic direction of the organization. Industry measures tend to intersect a lot with other<br />

political measures. So again, they monitor business results that aren’t particularly important to improve,<br />

from the perspective of the organization itself. But there can be an urgency to produce them for the sake<br />

of the external stakeholders, they are important too. When measuring yourself against the industry or<br />

similar organizations it is important to note that there are variables that cannot be confirmed therefore be<br />

the standard. There is strength measuring against one’s self.<br />

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