Evaluations needs to be planned and the 4Es might be a good framework and you need to close the loop from asking questions, getting answers to drawing conclusions.
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Category Archives: Diploma – Block 1
1.18 Understanding Evaluation
1.17 Best Practice Benchmarking
Benchmarking is the pursuit of the best organisations out there (in your field) to learn from their successful practices. This is a continuous thing and you should look at the processes in connection with the results to find out how to improve your processes in case your results lag behind (process benchmarking in relation to results benchmarking).
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1.16 Planning and Control
A plan will detail the expected outputs during a specific time and there are long-term (5-10 years, aggregate capacity plan), medium-term (2-5 years, making resources available to meet long-term plan, resources are mostly inflexible), short-term (1-2 years, priorities need changing due to unexpected things)
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1.15 Product Excellence
(Value proposition)
This part is about the value propositions within Piercy’s strategic pathway to be market-led, which started with market choices and ends with key relationships.
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1.14 Customer Excellence
Here the focus is on the market choice within Piercy’s pathway to customer orientation, which also includes the value proposition and key relationships which are not discussed here.
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1.13 Managing Human Performance
This goes from very loose to narrow performance-pay focussed. Either you move with formal systems or you facilitate performance in interpersonal ways meaning that you do it without measurement.
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1.12 Managing the psychological contract
Between a company and an employee there are three kinds of contracts.
1. The formal contract
Setting out the formal right and obligations of the employee often within the local legislation. Includes things like salary, holiday, work hours, place of work, title,…
2. The informal contract
More or less explicit like work objectives and if you should stay until a job is done even if this is longer than working hours.
3. The psychological contract
This includes the expectations set forth by the above contracts as well as the wider picture, unspoken expectations. These might be taken for granted, only seen when they are broken or hard to discuss.
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1.11 Financial Control Analysis
This will be about the value proposition that your company has based on the relationships with your competitors, customers, collaborators and co-workers.
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1.10 Exercising financial control
This booklet included three different examples where poor performance resulted from inadequate control or control failures, which again is often the result of uncontrolled growth.
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1.9 Information and Decision Making
This needs feedback on the action taken and back. It requires a problem definition, a decision maker and a feedback loop.
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