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The 8 minimum requirements for performance management

e 8 performance management requirements, and some fleshing-out of the behaviors that are in need of most practice.

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Robert D. Behn is a lecturer at Harvard University’s John F. Kennedy School of Government, and a passionate advocate for public sector performance. His regular Performance Leadership Report is always succinct and salient. His definition of performance management, versus performance measurement, clearly puts the responsibility on leadership’s shoulders. In his report What Performance Management Is and Is Not, Bob describes eight specific requirements of performance management in organizations.
These eight requirements lend themselves as a framework for assessing the degree to which your organization truly does manage performance. And with a bit more flesh on the bones of that framework, they become a recipe for the behaviors to nurture, practice and master to pursue performance excellence.
In this article, Stacey Barr, specialist in organizational performance measurement repeat each of Bob’s performance management requirements, and add her own fleshing-out of the behaviors that, to her, are in need of most practice.
 
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About the author

Stacey Barr
Stacey Barr is a specialist in organizational performance measurement, helping corporate planners, business analysts and performance measurement officers confidently facilitate their organization to create and use meaningful performance measures with lots of buy-in. Stacey’s passion is performance excellence, in all facets of life. And she believes that measuring performance is the single most powerful force for achieving excellence in anything. She even has a performance dashboard to monitor and improve her marathon running. Stacey’s purpose is to help people get tangibly clear about the results they intend to achieve in their business or organization, to know how to recognize if they are achieving those results, and to know how well they are achieving those results.

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