Making the connection between business goals and work
In conversations with CEOs, we often hear the refrain ‘we came up with a good plan and communicated it very clearly – but it is not being carried out. Why?’
One reason is poor performance management resulting in poor organisational performance. What is happening at the frontline isn’t what is necessarily needed to deliver the business results asked for by the CEO.
What has been ‘communicated’ has not always been as clearly understood. There is a disconnect between strategy and goals at a company level, and how these are translated into targets at a team or individual level.
In this thought paper we explore how Strategic performance management makes the connection between the strategy and culture of an organisation and its ability to manage employees’ performance to better impact on business performance.
And we pose the questions executives need to ask themselves when managing performance…