The total system, inclusive of all the modules below (described above)

Total stakeholder satisfaction is defined as satisfying the demands and expectations of all the stakeholders of a given organisation or team.

To optimise the organisation system there needs to be an emphasis on the rigorously measured demands and expectations of all stakeholders.  Stakeholders could include  owners, external customers, internal customers, the government, employees and suppliers. A firm understanding of the customer's and stakeholder's identity is essential for achieving results. You can't satisfy customer and stakeholder needs unless you know exactly who the customers and stakeholders are. 

Once stakeholders have been identified, their expectations must be clearly defined so that team's can focus around meeting and exceeding expectations.A workbook component is included to help you apply the concepts.

Suggested modules to complete together with this one: How to develop Outputs and Performance Measures; Target Setting.

The process of translating strategy into daily action begins with stakeholder identification, followed by a rigorous process of identifying stakeholder expectations.  This module on how to develop outputs and performance measures are the first two steps in a three-step process.

Outputs are the value-added end results of a process which are produced by an individual or a team for an internal or external customer.

Performance measures are units of measure used to assess whether outputs are achieved.

This module shows how to develop outputs and performance measures.

Step three, Target Setting is dealt with in a module of its own.

A workbook component is included to help you apply the concepts.

Suggested modules to complete together with this one: Total Stakeholder Satisfaction, Target Setting.

Note: This module should be completed together with How to develop Outputs and Performance Measures for a complete understanding.

Targets are written aspirations for what the organisation must achieve in the short term to achieve breakthrough performance in its strategic goals. Targets are expectations of short term achievement along the long term strategic path the organisation has chosen.  They are short term milestones, identifying where they expect to be weekly, monthly, quarterly or annually, along the road to strategic goal achievement.

Targets define, in precise terms, particular levels for the delivery of outputs.  They tell us what we should achieve in terms of quality and quantity, as well as the time frame for the achievement of the target. Targets drive, measure, control and improve performance.  They are a key contributor to organisation success.

This module shows how to set targets against outputs and performance measures.

A workbook component is included to help you apply the concepts.

Any target-setting system is only as successful as the results it achieves after it has been implemented.

To achieve targets, resources and action plans are required.

Resources could include the equipment, materials, skills, people and money needed to achieve targets.

Action plans refer to a step-by-step plan which will lead to the achievement of a target.

This module concerns itself with defining the resource requirements and putting the plan into action.

A workbook component is included to help you apply the concepts.

This module provides an overview to building a Balanced Scorecard System. For a complete how to guide, we refer you to our Balanced Scorecard System.

The balanced scorecard is a systematic approach to implement strategy. It is a process used to connect the organisation's vision to the daily actions of the people doing the work. By developing the business unit's strategic plan, and translating it into outputs, measures, targets and feedback systems, and then cascading it down the business unit, the link between strategic goals and the outputs, measures, targets and action plans of the people doing the work can be made. In short, the balanced scorecard is a structured way of building a performance measurement system that links outputs, measures and targets directly to strategy. The process enables resource allocations, annual budgets and strategic decisions all to be driven by the strategy.  The performance management system becomes a process to implement strategy.

The module identifies and summarises the steps which must be followed to implement a balanced scorecard system.

Performance-linked communication is a systematic method of establishing performance feedback in an organisation.

Performance-linked Communication focuses on communication from a performance point of view. It answers the question 'What communication skills, systems and processes are needed to improve performance, to improve the delivery of outputs to customers and stakeholders?' A successful communication system must have entrenched mechanisms for communicating, analysing and discussing performance feedback on the outputs produced for customers and stakeholders so as to continuously improve productivity, quality and team work.

A workbook component is included to help you apply the concepts.

For a complete how to guide to building a performance-linked communication system, we refer you to our Performance-linked Communication System.

Rewarding Performance shows how to establish reward systems that satisfy the motivational needs of all employees, and result in measurable team and organisational performance improvement. The module addresses positive recognition systems and team-based financial reward systems, showing how to implement a system that rewards performance, not mediocrity.

A workbook component is included to help you apply the concepts.

For a complete how to guide to building a system which rewards performance, we refer you to our Rewarding Performance System.

Implementation: Guidelines and pitfalls provides guidelines for implementation and pitfalls to avoid when implementing any performance improvement/change management system into an organisation. This module is based on the experience gained and the lessons learned from over 20 years of hands-on implementation in the field.

Case Studies and team models is  a selection of case studies written by Australian organisational teams that have implemented our performance management / measurement process as well as model examples of some of the relevant basic components of team performance pertaining to performance management / measurement, selected from live teams.