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In 2018, and in the years to come,
more cities and organizations will broaden their view of what is included in “performance
management.” Organizations will begin to focus on more than the traditional
benchmarking and progress toward goals as indicators of performance. This widening
of the gaze will bring us to a more holistic view of organizational performance.

As this shift occurs, we will continue
to benchmark and to track progress toward goals and key performance indicators KPIs
However, we will look equally to such measures as citizen satisfaction, employee
satisfaction, and financial solvency.

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Over the past decade, data-driven
decision making and use of performance metrics has steadily spread. Many government
agencies are now developing accurate and reliable performance metrics and making
data available and transparent to citizens. Many also have citizen surveys, employee
surveys, and regular financial reporting. So, what will change? These data points
will be viewed as pieces of a puzzle, rather than as tangential or unrelated information
affecting one department or another. We often speak of {{breaking down silos”
between teams and departments. This next step in performance management will be
to break down the silos of reporting to involve looking to the “soft side”
of our data-such as engagement and satisfaction-equally) alongside the hard numbers
of our KPIs and budget.

Forward-looking organizations will
be focusing on the nexus of culture and performance. Culture and engagement continue
to be priorities and topics of discussion for governmental and private-sector leaders
around the world. As organizations begin to shift from hierarchical structures to
networks of teams, culture will drive performance. Networked teams will thrive in
cultures where team members are expected to support one another to achieve common
goals, rather than to operate in silos and compete for resources. The ability to
measure and affect culture will be of great value toward the performance of an organization.

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