A guide for managers. Organisational performance management making it work for you

Transcription

1 A guide for managers Organisational performance management making it work for you

2 Contents The performance environment 3 Purpose of these guides 4 Managers - you play a critical role in getting results for the community 7 Organisational performance management is worth the effort 8 Talking about organisational performance at the frontline 10 Making collaboration across government work 12 The State of Queensland (Public Service Commission) Published by the Public Service Commission, October 2009, 53 Albert Street, Brisbane Qld The Queensland Government supports and encourages the dissemination and exchange of information. However, copyright protects this document. The State of Queensland has no objection to this material being reproduced, made available online or electronically but only if it is recognised as the owner of the copyright and this material remains unaltered. Copyright enquiries about this publication should be directed to the Public Service Commission, by to feedback@psc.qld.gov.au or in writing to PO Box 15190, City East Qld Public Service Commission

3 The performance environment The Queensland Government s Performance Management Framework (PMF) is designed to help agencies manage their performance to deliver better outcomes for the community. A suite of resources and methodologies are already available which support the PMF and the legislative and policy aspects of organisational performance management in Queensland: Guidelines supporting the Performance Management Framework ( Better Practice Guides and Performance Management System Audits prepared by Queensland Audit Office ( The Financial Accountability Handbook ( to support the Financial Accountability Act 2009 and related regulations and standards ( A guide for managers 3

4 Purpose of these guides These guides complement the previously mentioned resources, yet are also very different to traditional public sector materials. The guides recognise best practice principles for organisational performance management, rather than being prescriptive or replicating detailed methodologies. The guides focus on the human element of organisational performance management and the issues of leadership, organisational culture and engagement which help agencies achieve results. They are different because they are fundamentally about people driving organisational performance. The guides are written in a style that directly addresses the reader. They attempt to demystify the performance language and provide a fresh take on a subject that many find dry and uninviting. They focus on practical ideas and principles-based how to guidance that you can apply in your own organisational context, to better manage your agency s performance. The issues dealt within the guides are not exhaustive. However, based on feedback gathered in developing them, they reflect some of the most challenging aspects of managing organisational performance. Depending on your own experiences, parts of the guides may resonate with you more than others. The guides deal with these issues head-on and aim to help bridge the gap between what we all know is good practice, and what actually happens in practice on the ground. The guides acknowledge the importance of practices, processes and systems in managing agency performance, but it is people who can make the real difference in delivering services and organisational success. Your leadership, commitment and your ability to motivate people along the performance journey are absolutely critical. 4 Public Service Commission

5 These three groups play a key role in driving organisational performance There is a tailored guide for each of the following three target audiences: Executive Managers (including CES, SES and other senior officers). Performance Practitioners (including strategic planners, strategic policy makers, financial management and budgeting staff, human resources practitioners, and divisional and corporate services staff who provide performance information to Executive Managers and Managers, and in Annual Reports and other published documents). Managers (including line, program and project managers). These three groups play a key role in driving organisational performance management. Their respective roles and inter-dependencies are shown below. Executive Managers Leading a high performance culture in Government Leading business direction and being accountable for achieving performance results for the Queensland community Being a role model - walk the performance management talk Managers Leading a high performance culture in everyday activities Being accountable for resources and service delivery Collaborating and sharing information across agency and Government Accountable for performance leadership, management and advice Performance Practitioners Making organisational performance management easier and more effective Providing linkages for people, information and processes across Government and the community A guide for managers 5

6 Please invest time to read all three of the guides and share them within your organisation: to remind yourself and others of the principles and practices which support good organisational performance management to better understand the needs and priorities of the other target audiences as a learning tool for your team to identify and implement simple performance related improvements with your team as an induction resource for new starters. Everyone has a part to play in managing organisational performance. Work together to enable high performing teams that will: make better business decisions based on evidence and experience plan and deliver more responsive, efficient and effective services and outcomes for your customers and the community identify, implement and share improved work practices overcome challenges and achieve success together. The guides have been developed in consultation with representatives of each target audience. This guide is targeted to Managers. 6 Public Service Commission

7 Managers - you play a critical role in getting results for the community You play an important role in building support for organisational performance management at the frontline. This means building principles of organisational performance management into your everyday working life, and harnessing the ideas, knowledge and innovation of your staff to identify and drive performance management improvements. It means tackling the hard issues, celebrating wins and rewarding good performance. As a Manager you specialise in getting things done. You marshal the resources of your team, your network and the sector to deliver services and get results. You use your local business knowledge of what s working well and where improvements are needed to gather, interpret, use and report performance information. You use the information to provide advice and make decisions about how to improve service delivery. You work in complex environments, across different agencies, sectors and levels of government, and in partnership with non-government organisations to achieve results for the community. Your ongoing commitment to organisational performance management is critical to achieving improved business performance in your team, your agency and across government. A guide for managers 7

8 Organisational performance management is worth the effort Your return on investment is knowing the business better Good organisational performance management is fundamentally about good management. It s already part of what you do. Change the lens through which you see organisational performance management, and the return on investment is yours. The benefits are: You and your team will know your business better. You will be better placed to plan, improve and deliver for the future through using performance information to make informed investment and resourcing decisions. You will be better able to communicate the big issues that are critical to your team s work. You and the agency can recognise your team and how your contributions matter to the organisation and the community. 8 Public Service Commission

9 Be proactive to get the benefits By being proactive, you can get the benefits of organisational performance management. Maximise the use of your performance information with effective systems. Benefits won t accrue automatically. Some upfront planning and preparation are needed for a solid return on your investment. Ensure your team understands the links between its work,and the objectives of the agency. People who understand the big picture can contribute more effectively. Use consistent processes and datasets to report information to the various internal and external audiences, which is targeted to their specific needs. Say a lot by saying very little. Use exception reporting wherever possible. Graphs and other visual mediums can also communicate performance at a glance. Talk to your Executive Manager and your team to identify current and future performance information needs to reflect the organisation s vision and direction. This will help ensure you have the information you need to support decisions and track performance progress over time. Share information about key achievements and challenges across the agency and the sector, with other managers and stakeholders. This builds trust, promotes learning and innovation, and encourages reciprocation. Your leadership can harness the benefits of organisational performance management. A guide for managers 9

10 Talking about organisational performance at the frontline Harness the innovation of your team and stakeholders Talking about performance on the floor, in the halls, on the frontline - is critical in leading and influencing performance. Making conversation can make a big difference. Be proactive and harness the knowledge and insights of your team and external stakeholders. Open the door. Ask about key issues and challenges in delivering services and achieving outcomes, and how these might be addressed. Draw on local knowledge and experience to understand the issue. Consultation and workshopping ideas are powerful sources of innovation and encourage ownership of, and commitment to, the solution. Create opportunities for improved performance. Ideas for improvement need to be actioned. Apply your leadership skills to make it happen plan, manage and report business improvements. Maintain the buzz. Enthusiasm can waiver over time as challenges emerge or everyday workload gets in the way. Lead by example and keep new initiatives and improvements front of mind and a regular point of discussion. Monitor progress. Close the loop. Let your team know how business performance conversations have helped your organisation make significant decisions staff are energised when they know their ideas are valued and utilised. 10 Public Service Commission

11 Confront the hard issues there is no substitute for conversation Having regular, robust and honest conversations about business performance is the best way to get better results. Have regular conversations with your team and stakeholders about your business or program s performance. This provides a designated safe-space to reflect and identify strategies for improvement. When problems arise, talk about it. Talking about performance is an important first step in dealing with the issue. Conversation can produce shared understanding. Openly discuss how to address the problems at hand, then negotiate, decide on and implement corrective actions. Discuss key aspects of performance, including recommended solutions, with your direct Manager in a timely manner. This helps build an understanding of complex issues and ensures there are no nasty surprises in the boardroom. Being prepared helps organisational performance management work for you. Regular informed conversation enables improved performance. A guide for managers 11

12 Making collaboration across government work Conversations about where we are going and how to get there are critical Collaboration is challenging. However, when agencies work together, with the community, with industry and with other levels of government, it brings benefits and outcomes which are otherwise not possible. Collaboration is worth the effort but it takes ongoing conversation, cooperation and commitment. Collaboration requires you to plan, deliver, manage and report on performance. Effective communication is critical. Understand the issue at hand. Scope out the key drivers and influences. Engage the most appropriate people to get the job done. Make sure you have all the key stakeholders identified and represented. Find a common language and purpose. Work together to understand the needs and priorities of other agencies. Identify shared interests and negotiate common ground for action. Use a road map. Identify the steps, stakeholders, potential risks and external influences to the program, from low level activities right up to high level outcomes. Complete this early in the process so stakeholders have a shared understanding of what the program aims to achieve, how you will get there and how you will measure success. Agree on the contributions of each agency and who is accountable for what. Talk about assumptions, values and drivers for change. What are the things that are important to the core service or project, your respective agencies, the community and you? Develop a shared understanding about your expectations so you can work together and achieve success as a team. Develop agreed protocols for working through disagreements. Talk about what kind of issues can be worked through at the officer level and at what point issues need to be escalated to Executive Managers. 12 Public Service Commission

13 Getting business results requires sustained effort and commitment Share information at the officer-to-officer level. Be open to diverse opinions and local expertise. Don t be afraid of challenging one another s thinking that s where ideas, innovation and breakthroughs can occur. If things go wrong, keep talking. Don t be afraid of the bad news. Avoid blaming others - work together to find an agreed way forward. Not every situation will produce a perfect win-win, sometimes you need to agree on a compromise. Remember the big picture. The issues at hand are often bigger than your agency. Ultimately you re all on the same team and it s your leadership and commitment to results that can make the difference. Stand up and be counted. Be a leader and collaborate for success. A guide for managers 13

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