Course Content

The course is in three parts.

• Part One being the introduction and how the performance management system works,
• Part Two, the seven modules of the plan itself and
• Part Three, implementation with experience-based guidelines and actual examples to aid implementation.

There are ten easy to read modules, divided into the three parts: While each module can stand alone, together they form a comprehensive performance management system.Each module contains examples, summaries, checklists, glossaries and quality standards. In addition, two modules are dedicated to guidelines for implementing a performance measurement system, the most common pitfalls, and case studies.

Part I: Preparation

Consists of two modules.

Module One - The Big Picture aims to position aspects of measuring and improving performance within the context of all the basic components of team performance. These basic components of team performance cover all the aspects necessary to implement and sustain a continuous performance improvement system. This module also clarifies the scope of the course.

Module Two - Why Develop Performance Measures? explains why the processes described in this course are so integral to the following initiatives, which have in common the goal of continuous improvement: strategic planning systems, performance management systems, team performance systems, benchmarking, total quality management, enterprise bargaining/reward systems, business process re-engineering, empowerment, contracting out services, competitive tendering, strategic alliances and learning organisations.

Part II: The Process

Consists of 6 modules.

Module Three to Module Eight describe in detail those components specifically related to the measurement of performance. These modules form the core of the course.

Module Three - Total Stakeholder Satisfaction shows how to identify all the stakeholders of a given organisation or team, a necessary precondition for the successful development of a performance measurement system.

Module Four - How to Develop Outputs shows how to develop outputs.

Module Five - How to Develop Performance Measures shows how to develop performance measures.

Module Six - Target Setting explains how to set targets.

Module Seven - The Balanced Scorecard provides a step-by-step guide on how to build a Balanced Scorecard.

Module Eight - Performance-linked communication shows how to entrench mechanisms for communicating, analysing and discussing performance feedback on the outputs produced for customers and stakeholders so as to continuously improve.

Part III: Implementation

Consists of two modules and an optimal workbook.

Module Nine -Implementation: Guidelines and Pitfalls provides guidelines for implementation, and pitfalls to avoid, based on the experience gained and the lessons learned through years of hands-on implementation in the field.

Module Ten - Case Studies concludes the course with case studies written by six organisations who have implemented performance measures.

Performance Measures Applied Workbook - comprises of a series of questions, exercises and forms designed to facilitate the implementation of a performance measurement system.

What our clients  say about Performance Measures Applied

Based on years of practical experience, this is essential for those responsible for improving productivity and quality, and for everyone interested in gaining an insight and dispelling the mysteries that surround the subject.

Company Director Journal

Companies line up for ‘how to’ guide.

The Weekend Australian

Generally, our department has a much more unified sense of direction and purpose which is a vast improvement on the way things used to be. We all work smarter. We discuss things more. More operators want to be developed and show commitment and enthusiasm – a new level of consciousness has developed.

Dennis Sparrow (G. H. Michell)

This is the only material I have ever read that relates directly to our problems. I can relate to page after page of it. If you had done an audit of our company, you would have come up with this manual. This is what we need; consultants who can tell us HOW to solve our problems.

Joe Allen (Mossman Central Mill Co.)