There are two main parts to monitoring progress – the production of reports and then the use of the reports at the performance meetings. We appear to be good at producing on a weekly, monthly or quarterly basis, a whole raft of ‘performance reports’ showing the status of selected measures at a particular point in time. What we don’t seem to be quite so good at is using the reports. The “report pack”, sometimes a very large , is produced, circulated and then what happens? Is it used in performance review meetings or are the reports perceived as being nothing more than ‘interesting’? If that is the case then you need to really look at your reports and start again, defining reports that will help steer the organisation towards its goals.
In this blog I want to consider the questions:
For performance reports to be useful and usable you should consider:
The content and presentation of reports should make it really easy to see where the performance review team needs to focus its time and efforts.
“Good communication doesn’t just happen, it is the result of good design.”
The measures you use will help to improve performance when:
In other words, there will be confidence that the measures, methodically defined, are a true reflection of what is happening. So, when measures indicate that the end goal may not be attained, the interim target will not be met, actions will be agreed by the performance review team and then acted upon to correct the direction of travel.
You can read more about the ‘how to’ element of creating reports here in my previous articles: How to Design a Report with Impact and Three Steps to Impactful Reports, and you can read the other articles in my series on Strategy Execution here. If you’d like to get in touch to find out more about how to monitor the measures you use as you execute your strategy, you can contact me here.