May Org Performance

Performance Management

Delivering Organisational Performance

  • In Person Event
  • May 24, 2023 @ 4:00 pm - 6:00 pm UTC+1

In-Person and Live-Streamed Meeting with Report

The series of events in 2021-22 that PARC labelled its ‘Performance Measurement Trilogy‘ focused on how to define and measure organisational performance, covering both the financial and non-financial (ESG) measures.

It follows that, having determined what ‘superior business performance’ might look like, the task of organisational leadership is then to determine how to deliver that level of performance. This means defining the organisational ‘Performance Model’ – both in the longer term and in the annual timeframe – and developing processes (such as objective setting or incentive plans) that create a focus on the activities that will improve the company’s outcomes and which cascade the required level of performance down through the organisation.

This is a complex and time-consuming process to put into practice and, on occasions, it is delegated to support functions. Where the process is assigned to HR, it can result in framing the delivery of organisational performance as a set of HR activities that may be focused on the individual rather than the over-arching goals of the organisation. Indeed, much of the published literature, often referred to under the umbrella title of ‘performance management’ is focused on processes that underpin employee engagement, individual motivation, and self-actualisation.

In positioning the delivery of organisational performance as a critical business issue, this session and the accompanying report will aim to focus on what the Board and Executive Management need from these processes.

  • Where do they see the gaps in the effective delivery of organisational performance?
  • What do they see as the most critical areas for reform of the process?
  • What do they see as the main challenges and barriers – and how might they best be overcome?

We will look at organisations that are perceived to be ‘high-performing’, and the extent to which this can be attributed to the design of their performance delivery processes. We will also look at how different ownership structures affect the models organisations adopt for managing and delivering performance. To balance the board and executive viewpoint, we will also hear the investor perspective and understand how they view the delivery of organisational performance in the context of their stewardship duties. Investors often criticise management for ‘paying for failure’. What do they then see as the dysfunctional behaviours or processes adopted by management – and how might these be mitigated?

The research on which this event is based will focus on bringing greater clarity to the processes by which Boards and Executive Management:

  1. reach a clear definition of their organisation performance model, and
  2. deliver that model through their people.  

Location

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  • Research and resources for HR and Reward leaders
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  • Development programmes for future reward leaders

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