Similar to an organisation’s HR strategy, an effective performance management system should be integrated with, and supportive of, the organisation’s broader corporate strategy. When developing performance management systems for client organisations, we evaluate their competitive positioning and develop a customised ‘balanced scorecard’ approach which is used to drive their business, manage and assess performance.

A strategically integrated approach is used to ensure that organisational goals and objectives cascade through all levels and guide the efforts of all functions, departments, teams and individuals - consistent with the organisation’s broader strategy and business plan.

Performance metrics and key performance indicators are identified and/or developed in order to support the business and ensure that the organisation can assess and promote performance in an objective, impartial and reliable manner. The performance management systems and processes are then developed to support performance improvement.

In addition to drawing upon our experience in this area, we also apply key principles of behavioural science to the design of our performance management systems. For example, employee goal ownership is seen as critical and is therefore incorporated into the design process. Using such principles, our systems promote employee motivation, commitment and management by objectives. Accordingly, organisational ‘control’ procedures gradually become redundant as employee potential and commitment is harnessed.