Managing People and Business Results

Complimentary Webinar Slides:

Managing People and

Business Results

11 February 2014

Nigel Gorski & Joanne Vose

© The Business Springboard Limited 2014

A little bird told me….

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About Your Presenters

Nigel is a fully qualified chartered accountant with considerable people management and training experience. He has not only worked in industry and for one of the ‘big 4’ accountancy firms but now runs his own accountancy practice. Nigel has considerable business mentoring experience and delivers the following modules for The Business Springboard:

The 4D Manager – 2.5 Days

Finance for non financial managers – 1 day

Making more of your budgets – 1 day

Delivering exceptional customer service – 1 day

Business mentoring packages



About Your Presenters Joanne holds an MA in Human Resource Management, is a fully qualified Member of the Chartered Institute of Personnel & Development and is a qualified NLP Practitioner. With considerable experience in people management and training interventions, Joanne’s consultancy and training is valued by her clients for her practical and business orientated approach, providing a complete people management solution to support organisational goals.

Joanne delivers a number of modules for The Business Springboard, including The 4D Manager and the Leadership & Management Development Programme, both of which are recognised for progression to further education.

In addition, Joanne co-presents our HR – Law & Practice seminars, giving legal updates and practical advice on people management developments and issues.



Disclaimer & Copyright

These materials are designed solely for the use of participants on our courses. These materials shall not be copied or reproduced in any format whatsoever without the prior consent of The Business Springboard Limited.

The content of these materials does not constitute advice tailored to any participant’s specific needs and to the maximum extent permitted by applicable law, The Business Springboard or any of its employees or associates shall not be held liable for any direct, indirect or consequential loss or damage arising as a result of use of these materials.



Welcome

Introduction

Importance of balanced business measures

What makes a good business measure

Overcoming variance in performance & giving

feedback

Embedding KPIs in a performance culture

Questions & Answers



Introduction

Organisations are under increasing pressure to deliver

more shareholder value at a reduced unit cost

It has never been more important for objectives to be

aligned between teams to deliver stretching targets

Focus often sits with financial targets and other targets

can be neglected – this can drive customers away

Managers can sometimes shy away from difficult

conversations that data presents

A balanced approach can take away the perception of

the ‘big stick’ and get everyone accountable



The Importance of Balanced

Business Measures (KPIs)

People •Attendance

•Staff Satisfaction •Performance linked reward

Process •Efficiency •Accuracy

•Staff Utilisation •Customer satisfaction

•Complaint data

Financial •Unit Cost

•Overheads •Process Improvement

Organisation’s Goals



What makes a good KPI

Everyone talks about ‘SMART’ targets – is the phrase

overdone?

These are often harder to determine than people think

and this can lead to mixed performance on the floor

When generic phrases / targets creep in then that

leads to performance confusion

To be true to ‘SMART’ targets the business needs to

be broken down top down and everyone needs to

understand their contribution!

Managers can’t shy away from giving positive and

negative feedback!



Overcoming Variance in

Performance

Looking for consistency

Review timings of measures, feedback and reward

Any issues dealt with in a timely manner

Management feedback is essential

External factors?



Consequences of not setting

SMART(ER) Targets

What would happen if everyone worked at their own

pace and there were no targets?

This would increase the risk of backlog

Backlogs can bring additional work – e.g. people

chasing orders and requests via Email or the call

centre

Costs can rapidly spiral out of control if the backlog is

not addressed – extra call centre staff, extra staff or

hours to manage the backlog

Even worse, reputational damage could cause the

organisation to lose customers

But… there is a human side to all of this….



Embedding KPIs in a Performance

Culture

Does the organisation reflect its desired culture in its

rewards, recognition, appraisal, motivation and

management of people?

Management is key

The emphasis is on ‘performance’ and not

‘underachieving’

Consistency

Visible KPI results



A Practical Example

Goal: To provide a consistent first class

service

People KPIs: •Retention rates

below industry norms •Sickness Absence

rates below 5%

Process KPIs: •Minimum of 95% of

orders shipped on time •Customer returns no

more than 5% •Customer complaints

no more than 0.1%

Financial KPIs: •Divisional profit of £5m

•Unit cost of no more than £1

Key Factors: Training

Management Equipment

Reward



HR Law & Practice

Need to keep up to date with employment law?

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employment law into practice?

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HR professionals. Our programme of regular

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expertise and practical advice.

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Newcastle – ask for details!



Questions & Answers



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