Growing up in the small, Central Valley town of Lodi, Harvest represents to me a season of reaping what has been sown, seeing fruits manifest, enjoying outcomes, and of course, evaluating performance. You’ve done the planning, laid the groundwork, tilled the soil, planted seeds of opportunity, and waited… sometimes patiently. Now is the season when all of those efforts begin to pay off! The fruits of your labor are bursting forth with possibility. How well does your organization measure its performance against strategic goals and objectives?
Many organizations struggle to define clearly measurable performance objectives. When this happens, success metrics may not accurately reflect actual outcomes, impact or progress toward the organizations ultimate mission. Consequently, this complicates reporting, funding endeavors, and strategic planning initiatives for the following year. What story does your performance measurement tell?
Our strategic planning process begins with the end in mind. First, we evaluate existing key performance indicators, comparing against stated goals and objectives from the organization’s mission, 3-5 year and annual plans for alignment, measurability and validity, just like any good research project. To break that down a bit, here’s what we mean:
- Alignment: Are we measuring what matters? Sometimes we measure factors other than what was stated in the mission, strategy and annual plan. While this is perfectly normal and acceptable, let’s be certain we are doing so with intention. It is critical to determine to what degree are we achieving our mission. Performance indicators need to illustrate movement in the appropriate direction on the most important dimensions for your organization. These indicators tell us how close we are to achieving the goals, doing what we told our customers (and shareholders) we would do, and what needs to be improved as a result.
- Measurability: Can our performance indicators be measured? Often, stated organizational goals are not only aspirational, but also esoteric, so they may not be captured in a quantifiable way. Even with the most subjective aspirations and strategies, quantifiable, measurable goals can be assigned to present a clearer picture of performance. So this is an opportunity to revisit the organizational mission and objectives.
- Validity: Do performance indicators measure what we intend to measure? For example, when measuring employee engagement, factors such as attendance or attrition may be interesting independent factors, but we can only measure the relationship between these factors, but we typically cannot argue causality from these alone. What other data would better inform your planning for the future?
- Recalibration: What story do the performance indicators tell? Every year, organizations large and small have the opportunity to recalibrate, realign and course correct for the following year. How would you like to envision the story at the end of next year?