Measuring the Performance of your IM Strategy

Transcription

1 Measuring the Performance of your IM Strategy November 26, 2013 Sheila Taylor, CRM

2 Learning Objectives After this session, you will be able to: 1. Recognize the imperative for measuring IM performance 2. Develop and measure organization-specific IM performance measures 3. Identify performance measurement success factors

3 Our Agenda 1. Strategic planning overview 2. Measuring IM performance 3. Performance measurement success factors

4 Part 1 STRATEGIC PLANNING OVERVIEW

5 What s an IM Strategy? An approach for achieving the value-added management of an organization s recorded information in the short- and long-term and within the larger organizational culture and environment Developed in consultation with stakeholders Analyzes the costs and benefits of accomplishing each goal vs. the business risks of failure Updated periodically

6 Some IM Strategy Components Active records Imaging applications Privacy Retention & disposition schedule Filing equipment & supplies Security Thesaurus Web content Standards Archival management Hardware Inactive records management Indexes Procedures Access Policy Records classification scheme Metadata Staffing Guidelines Employee training Micrographics Vital records Forms management

7 An IM Strategy is... A vision of the future Focused on concepts and intent, not tactics Supported by action plans

8 The Strategic Planning Process Step 1 Step 2 Step 3 Step 4 Scan and Analyze the Environment Develop the Strategy Implement the Strategy Evaluate and Control Adapted from QuickMBA

9 1) Scan and Analyze What is the organization trying to achieve? What must IM do? (policy, legislation, etc.) Current IM strengths/weaknesses/risks Who are IM s customers? Who are IM s competitors? What does IM want to do? What can IM do? SWOT analysis

10 2) Develop, and 3) Implement Develop Vision Mission Goals Targets/metrics Implement Programs (e.g.) Policies/procedures Standards Training Technology Budget Staffing

11 4) Evaluate and Control a) Define parameters to measure b) Define target values for the parameters c) Perform measurements d) Compare measured results to pre-determined standards e) Make any necessary changes

12 Part 2 MEASURING IM PERFORMANCE

13 Why Measure Performance? Document and celebrate successes Demonstrate return on IM investment Reinforce IM s value to the organization Demonstrate compliance Support continuous improvement Identify and correct deficiencies/risks Satisfy management requirements (if any) What gets measured, gets done!

14 Why Not Measure Performance? Fear of: Being judged and found wanting Being held (publicly) accountable Reprisals Cost to develop and implement measurement Inability to define and agree upon measures Lack of time, staff, and/or data Negative perception of performance measurement

15 Performance Measurement Overview Step 1 Step 2 Step 3 Step 4 Plan the Measurement Collect and Analyze Data Report and Present Findings Develop, Implement and Measure Performance Improvements

16 Step 1 - Plan a)set performance objective(s) Plan the Measurement b) Develop performance indicator(s) c) Assign measurement resource(s) d) Select data collection method(s) e) Design the data collection

17 Some Performance Objectives Employees can find recorded information when needed Recorded information is stored securely Recorded information is captured in the official IM system Recorded information disposition occurs in compliance with the retention policy IM delivers high-quality services

18 Performance Indicators - What Economy: Minimize resource costs while having regard to appropriate quality (e.g.) Cost per record retrieval Efficiency: Measure an activity s speed, competence, or correctness (e.g.) # of complaints received Effectiveness: Measure the extent to which predefined objectives are met (e.g.) % retention compliance

19 Performance Indicators - How Establish a baseline SMART performance indicator(s) (e.g.) 90% customer satisfaction 40% reduction in information storage costs EDRMS user permissions reviewed and updated every 6 months Key staff (as defined) have completed IM training SMART = Specific, Measurable, Attainable, Relevant, Timely

20 Assign Resources Who? When? How much time can/should be spent measuring performance?

21 Some Data Collection Methods Method Surveys Focus groups System monitoring Observation File audits/inspections Informal feedback Documentation review Quantitative Qualitative Qualitative Quantitative Quantitative Qualitative Quantitative Qualitative Qualitative Quantitative Qualitative Type of Data Collected

22 Data Collection Methods (e.g.) Data Collection Method Type of Data Collected Pros (some) Cons (some) Survey Quantitative and 1) Good for measuring satisfaction and knowledge gaps 1) Survey fatigue may result in low response rate Qualitative 2) Collect lots of data quickly 2) Cannot probe responses See the handout for more data collection methods 22

23 Putting It All Together (1) Performance Objective Performance Indicator Data Sources Results Ensure cost-efficient file creation by IM employees ECONOMY Cost of an IM employee s time to create a new file Target = $2.25 (Baseline = $3.75) Interviews, observation, and documentation review (i.e. file creation procedures and statistics) Compare cost of time spent vs. target to determine action(s) needed to overcome any shortfalls

24 Putting It All Together (2) Performance Objective Performance Indicator Data Sources Results Provide fast retrieval and delivery of requested information EFFICIENCY % of requested information retrieved and delivered by target Target = 95% of requested information retrieved and delivered within 1 hour (Baseline = 75%) Documentation review (i.e. information retrieval request, retrieval, and delivery data) Compare retrieval and delivery rate vs. target to determine action(s) needed to overcome any shortfalls

25 Putting It All Together (3) Performance Objective Performance Indicator Data Sources Results Make IM an integral part of the organization s business EFFECTIVENESS Extent to which IM requirements are considered when planning new initiatives involving/affecting recorded information Target = 80% of new initiatives consider IM requirements (Baseline = 50%) Documentation review (e.g. project charters, meeting minutes, SOWs, TORs) Compare consideration of IM requirements vs. target to determine action(s) needed to overcome any shortfalls

26 Step 2 Collect and Analyze a)compare findings vs. performance indicator(s) Collect and Analyze Data b) Identify progress/accomplishments c) Identify poor performance and any mitigating factors d) Isolate cause(s) of poor performance

27 Causes of Poor IM Performance Customers (e.g.) Don t see value in IM Lack of IM awareness/ understanding Did not attend training Did not retain information from training Management does not place a priority on IM Downsizing/restructuring IM (e.g.) Poor promotion of IM services Lack of customer service focus in IM delivery Poor quality IM training IM services do not meet business needs Lack of sufficient, qualified IM staff

28 Step 3 Report Findings a)objective, professional tone Report and Present Findings b) Identify deficiencies and successes c) (Prioritized) recommendations justified with data *Design recommendations *Implementation recommendations

29 Step 3 Present Findings Report and Present Findings a)speak to the audience s concerns (e.g.) *Senior management = effectiveness *Business managers = economy and efficiency b) Seek support/authorization to develop, implement, and measure performance improvements

30 Step 4 Improve Performance Develop, Implement and Measure Performance Improvements a)develop performance improvements *Quick wins vs. long-term targets b) Implement performance improvements c) Measure performance improvements

31 Part 3 PERFORMANCE MEASUREMENT SUCCESS FACTORS

32 Some Success Factors (1) Sufficient IM resources to design and implement performance measurement View performance measurement as a continuous process integral to IM success, not a one-time activity Build performance measurement into the IM strategy Leadership support critical to successful implementation Communicate performance measurement s value/utility

33 Some Success Factors (2) Clearly defined performance objective(s) Set SMART performance indicator(s) Measure what you need to know, not what you would like to know Use appropriate data collection methods Regularly review performance objectives and indicators to ensure relevancy

34 Contacting the Speaker Sheila Taylor, CRM Ergo Information Management Consulting What information should be