Using ROI to demonstrate performance value in the public sector

The demand for accountability through measurement continues to increase. Although much progress has been made, it remains an issue that challenges even the most sophisticated and progressive performance improvement function. This article provides an overview of best practices in the return‐on‐investment process and describes how applying these measurement practices can have a positive impact on organizational performance and the credibility of performance improvement professionals in the public sector.     

Designing for performance,part 2: Selecting your performance technologies

Strategic plans and performance objectives define the results to be accomplished, but selecting a suitable set of performance technologies for your organizations requires more than just knowing the intended benefits. The systematic procedures described in the article will guide you through practical processes and valuable tools for identifying potential performance technologies, evaluating alternatives, and developing a system of performance‐focused activities that accomplish desired results.     

From training to performance: A case study

Faced with the prospect of engaging nearly two thousand employees before the situation became urgent, this case study shares why the best interests of employees, customers, and shareholders are neither disparate nor a zero‐sum game. It also shows how it takes passionate leadership coupled with proven HPT principles to unlock synergies. Its hallmarks are high employee engagement, quality customer interaction, and improved profitability.     

Designing for performance,Part 1: Aligning your HPT decisions from top to bottom

Wanting to improve individual and organizational performance is a worthwhile ambition. Yet your success in accomplishing this relies heavily on the suitable selection, design, and development of performance technologies. Only when capable performance technologies are systematically aligned with the desired results of your organization and its partners will you achieve sustainable performance improvements. In this article, the first of a three‐part series, you will find a systematic process for initiating the design of a performance system that will accomplish useful results. From identifying the performance expectations of internal and external partners to justifying the performance objectives you establish as guides for future decision making, the systematic processes described in this article will provide you with the initial tools for successfully selecting an integrated set of performance technologies that have the capacity to accomplish valuable results.