Overview of Building Performance Values: A New Tool for Goal Setting and Action Planning in Groups
The test of an organisation's values is whether they affect actions in the workplace. There is a significant difference between saying that you value something versus actually behaving in a manner that shows that you find a specific thing valuable. Building Performance Values was developed to assist in the useful process of defining organizational values… the way it is versus the way it should be.
The use of values as a foundation of the organisation's vision and decision making is relatively new for most groups. For the most part, values and their impact have not been made explicit in most organisations' decision-making. Building Performance Values meets the current demand for a way to clarify values and relate them to organizational performance.
Values serve as the foundation for the vision, mission, strategies, action plans, and measurements of an organisation. Values are important to an organisation since they:
• Are standards or qualities that individuals within the organization consider desirable
• Help establish the organisation's sense of purpose or direction
• Are the fundamental criteria that eventually determine the actions of the individuals within the organisation.
Performance values reflect the standards within an organisation or group. Building Performance
Valuesis a proven method which provides a worthwhile opportunity to evaluate current values and
align day-to-day efforts with desired values. There is no better way to secure ownership and commitment to organisational values than through active participation.
Performance Values provides a quantified method for looking at the way it is versus the way it should be. It helps work groups understand what they currently value versus what they would like to value. Scores plotted on the Current Values Profile and Desired Values Profile identify current and desired activity, respectively, for eight key business categories:
• Customer Focus is being keenly aware of the needs and requirements of customers and operating to meet those needs and requirements. Customer focus ensures that customer satisfaction is measured frequently and that systems and procedures are monitored and revised to reflect changes in customer needs. Customers may be internal or external.
• Sales and Marketing are the processes used to meet and interface with customers. These processes include making potential customers aware of the organisation and its products and/or services, motivating customers to buy its products and/or services, and identifying competition and marketing opportunities.
• Performance Management is the measurement and control of actions within the organisation. Performance management is proactive in planning, assigning accountability, and supporting skill development, yet reactive in measurements, performance reviews, and rewards.
• Infrastructure is the systematic organisation of people, communication systems, organisational structure, and facilities. A good infrastructure provides a work environment that allows people and facilities to fulfill their goals.
• Organisational Leadership is the motivation and mobilization of people to effectively achieve the organisation's goals. Leadership includes establishing and refining the vision and business direction, setting standards for behaviour, motivating employees, and encouraging risk taking and decision-making.
• Operational Efficiencies is the effective use of physical and human resources to maximise output. These efficiencies are achieved through improvements in procedures, quality management, work processes management, reliable forecasts of business direction and needs, and planning and responding to those needs.
• Financial Management is the control of money flow in the organisation. It includes accurately measuring the organisation's financial progress, assuring timely cash flow to fund the organisation's needs, monitoring and controlling costs, and advising on ways to increase the profitability.
• Products and/or Services is assuring that the company's products and services are competitive in and meet the needs of the marketplace. This category includes new product development, constant enhancement of existing products through testing and design innovations, and life cycle management.
It is not necessary for the person who leads the Building Performance Values activity to be a trainer or facilitator. Numerous general managers, division heads, and department managers who have minimal professional training experience have successfully used the Building Performance Values. This Leader's Guide, designed to assist the facilitation of the activity, contains:
• A detailed orientation to Building Performance Values
• A workshop design with step-by-step procedures
• Masters for overhead transparencies or flip chart posters
Designed for workshop settings with active follow-up
Building Performance Values participant materials include:
• Specific instructions with a self-scoring method for developing the Current Values Profile and the Desired Values Profile
• Worksheets for individual and group observations
• Worksheets for follow-up action steps.
Building Performance Values contents
• Leader's Guide
• Workshop Outlines
• Masters for Overhead Transparencies or Flip Chart Posters
• Pack of 50 Flash Cards
• 5 Participant Action Guides.