If you integrate the strategy into individual and organisational performance management systems it will move from being primarily an intellectual exercise and start to be a real part of everyday lives. Inclusion of staff, volunteers and trustees Have regular conversations linking day-to-day activities to the strategy: translate the strategy into meaningful terms covering both what and how. Make sure it is appropriate for all staff and volunteers and trustees Use strategy terms when discussing team and individual performance; make it a regular conversation: plan; do; review and learn Reinforce alignment Create ‘line of sight’ Create feedback loop to capture emerging strategy Take a look at this individual performance management hierarchy diagram and plot the appropriate cascade for your organisation. The diagram is split into three interlinked layers: purpose, priorities and performance. These form a framework for performance management and a line of sight between what the individual does and the overall purpose of the organisation. Description of the diagram ‘Purpose’ is made up of Vision (your long-term vision for the difference your organisation might make), Mission (what you are there to do) and Values (how you should behave as an organisation made up of individuals) ‘Priorities’ is where you set out the priorities you will need to address in order to meet your Purpose for the plan period, in this example, for the next three years ‘Performance’ sets out a combination of team and individual objectives – organisations usually define these for each year of the plan period How to use the diagram Staff and managers can have a conversation about and assess individual performance against team and individual objectives; having both the ‘what’ and the ‘how’ (the green and blue arrows) figuring at each level means that performance management conversations cover not just what is done but also the behaviour – the ‘how’ The board can assess organisation performance against the priorities set for the plan period The arrows are two-way indicating that whilst strategy needs to cascade down the hierarchy, there should also be provision for feedback loops back up again (a fountain perhaps?); this is useful not just to make sure that the strategy is owned by those who implement it, but also to ensure it keeps abreast of changing needs Download a copy of the individual performance management hierarchy (Word). Organisational Performance Management Systems How to integrate strategy into organisational systems: Examine OPM systems such as quality management, measurement, monitoring and evaluation, reporting and so on Adjust systems to reflect new outcomes, measures and targets Monitor and evaluate performance against the desired outcomes.
- Strategy case studies
- Developing strategic options