Performance Management Review

There is great distinction between solutions and working solutions. So in order to find out whether the solutions worked you need to do a review that  is not compromised and which carries all facts including the negative ones. This information has to be critically analysed and assessed in depth with underlined steps, so starting with KPIs -;


Key Performance Indicators enable complicated and far-flung services to be monitored in ways which allow comparisons and without having to rely on lengthy descriptions. Which highlights that indicators play a vey important role of promoting reputable routines. However, indicators rarely tell the full story. They should therefore be regarded as a starting point rather than a final judgement.
Indicators must not only adequately reflect what is going on but also provide a basis for decision making, identifying areas for improvement or where learning could be shared. Checks that determine whether or not these indicators are actually surfacing the issues that we are continually introducing.  It is easy to underestimate how complex and time-consuming it is to develop an indicator from scratch. For this reason, and because part of the value of a good indicator is in comparing your performance against others, it is wise to use existing indicators wherever possible.

Individual performance measures should be:

• relevant to what the organisation is aiming to achieve. 
• attributable: the measured activity is linked to the actions of an organisation or an individual and it is clear where accountability lies.
• well defined: clear and unambiguous, so data will be collected consistently and the measure is easy to use and understand timely: producing information regularly enough to track progress and quickly enough for all the data still to be useful.
• reliable: accurate enough for its intended use and responsive to change.
• comparable: with either past periods or similar activity elsewhere.
• verifiable: documented so that the processes of data collection can be validated and others can test or audit that this is an accurate measure of performance.

Quality of Information is very essential and has to be arguably measured with complexity such as people’s comments, photos, videos and maps – is important to provide a fuller picture of performance than can be provided by numbers alone. It can fill gaps where data is not available, help identify areas requiring further investigation and provide a deeper explanation of quantitative findings.

By its nature, qualitative information is harder to summarise and is often difficult to collect systematically. It will therefore tend to be used more ad hoc and supplementary to regular numerical data. This also means that there is a risk of such information providing a distorted view, for instance in the selection of particular comments to use or even how a photograph is cropped or touched up.

Credibility Of Data Collected ~ ~If data is not accurate and of good quality it can undermine attempts to use it to drive better performance.

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•        Accuracy: data should be sufficiently accurate for their intended purposes.
•        Validity: data should be recorded and used in compliance with relevant requirements.
•        Reliability: data should reflect stable and consistent data collection processes across
•        collection points and over time.

• Timeliness: data should be captured as quickly as possible after the event or activity and must be available for the intended use within a reasonable time period. Data must be available quickly and frequently enough to support information needs and to influence service or management decisions. 
• Relevance: data captured should be relevant to the purposes for which they are used
• Completeness: data requirements should be clearly specified based on the information needs of the body and data collection processes matched to these requirements.

Therefore the key reason why Performance Management  reviews are conducted in the light of this analysis is to identify key gaps in knowledge with a focused mind to further the research priorities as far as this subject is concerned. The main areas of PM are highlighted above but for further reading you can refer to these text books; 


 ARMSTRONG, M. (2009) Armstrong's handbook of performance management: an evidence-based guide to delivering high performance. 4th ed. London: Kogan Page. 


BROWN, D. (2010) Performance management: can the practice ever deliver the policy? Brighton:  Institute for Employment Studies. 5pp. Available at: http://www.employment-studies.co.uk/pubs/report.php?id=op23