Home > Product & Service > Outcomes Based Performance Management System TM
Bridgehead Global facilitates the development and implementation of a proper system of performance management in government departments, other state institutions as well as the private sector. To eradicate mediocrity, nepotism and cronyism mainly in the public service’s value chain of some democracies. Our focus is the public service for strategic and speedy service delivery reasons, across all tiers of government. The driving force behind simple to manage yet comprehensive outcomes based performance management systems in government in particular, arises out of a realization that service delivery will be ushered in not by sentiments of patriotism and rhetoric alone as well as isolated pockets of excellence, but by a wide acceptance that performance contracting, management, measurement and reward are inseparable with a job offer / continued employment. In this outcomes driven dispensation, the notion of permanent employment does not exist, if performance is not forthcoming, rather consequence management should take pride of place for accountability to be realized. This calls for massive change management program to shift mindsets and entrenched practices which Bridgehead Global offers.
Bridgehead Global advocates balanced reporting in annual reports to stakeholders and to legislative bodies on achievement of outcomes extrapolated from strategic plans and mandates measured along the multi factor metrics. Annual reports applauding performance along metrics of return to shareholder value when in fact economic value and sustainability has been destroyed in the firm’s value chain are not worth the paper they are written on, and the executives who receive hefty bonuses in the wake of such recklessness and irresponsible behavior should find it difficult to enjoy their ill gotten gains in a knowledge driven community of nations which values probity, fairness, accountability and global responsibility.
 If she cannot see from all angles all at once, the troop she leads may die - Tito Mathenjwa |
The leadership of this organization has often seen major misalignment between Organizational Strategy and collated scores of individual employee performance measured along linear and single stakeholder scorecards. This dichotomy among other things; has reinforced the thought that strategic planning ends when executive management returns from their sessions. While that is true, the reality also is that cascading strategy and alignment is more often relegated to the sidelines as a human resources issue, while the terms of reference of Internal Audit are so narrow that in most instances Internal Audit always comes after the fact in a tick box activity in their limited view of internal controls and conventional risk management. In this tick-box activity where performance auditing is only done to verify scores versus the bonus pool and requisite moderation, our experience has shown that focus is hardly on performance outcomes but on basic cumulative activities of individual employees rather than outcomes. The greater the number of activities engaged into, regardless of meager outcomes, an employee / executive is assured of a performance reward. Bridgehead Global often finds that even the interpretation of the measures is so diverse that no wonder what is performance with one manager is something else with the other in the same business unit, there is absolutely no clear line of sight between the head and the toe. Given the isolation of Internal Audit from issues of business and their limiting terms of reference, companies collapse and many a state initiatives get derailed or collapse right under the careful watch of Internal and External Audit in virtually all cases. |
What Bridgehead Global does, is to bring about alignment in the internal organizational structures of line and support; production / service operations management with a value adding and transformed human resources together with Internal and External Audit for performance auditing and alignment to strategy. This is done under the watchful eye of Bridgehead Global Analysts and consultants until the system reaches maturity in the second and third years.Thereafter, the program enters the maintenance mode of self sustenance, managed by clients themselves following our process.
How to get the Outcomes Based Performance Management System (OBPMS)TM implemented in your organization
Our Customer Facing Business Unit welcomes enquiries on this solution tailor-made for both governments and business on a consultancy basis.
This is also a two-way process where companies in the lead may approach Bridgehead Global for a presentation at a cost to be borne by the client entity, by sending on-line enquiries: info@bridgeheadglobal.com On the contrary, we approach the state at all levels on a pre-determined marketing campaign institutions and businesses based on our analysis of the value chain. The intention in doing that; is maximum uniform adoption of the framework for transformation purposes.
Is certification required to use the Outcomes Based Performance Management SystemTM
Only to the extent that client users are recorded, and the integrity of the framework is maintained. An MOU is entered into over a three year period at a nominal annual user license fee excluding consultancy services. The Product below:
1st Tier (Navigational Radar / Dashboard)
Board and Executive Index Unpacked:-
1.1.1. Corruption free trade and / service delivery
1.1.2. Open Competition
1.1.3. Transparent and industry competitive remuneration (in excessive, Outcomes based performance driven and aligned to shareholder and key stakeholder interests)
2. INTERNAL METRICS
1.1.1. Business Performance
1.1.2. Environmental and Business Sustainability
1.1.3. Effective Governance and enterprise wide risk management
Weighting will depend on each client organization’s view of how significant to it and its value chain each metric is; there is absolutely no universal rule to say 60% overall weighting of Internal Metrics vs. 40% perhaps of External Metrics. The key is balance.
Integrated Outcomes Based Performance Management System (IOBPM)
2nd Tier (Metrics for all employees, levels below executive management)
Crew Index Unpacked:-
3. EXTERNAL REGULATORY & COMPLIANCE METRICS
1.1.4. Corruption free trade and / service delivery
1.1.5. Open Competition
1.1.6. Effective Governance and enterprise wide risk management
4. INTERNAL METRICS
1.1.7. Business Performance Outcomes (Norton a& Kaplan’s Balanced Scorecard Metrics)
1.1.8. Productivity, Intrapreneurship and Continuous Improvement Outcomes linked to Equitable and Fair Pay
1.1.9. Environmental and Business Sustainability
Weighting will depend on each client organization’s view of how significant to it each metric is, there is absolutely no universal rule to say 60% overall weighting of Internal Metrics vs. 40% perhaps of External Metrics. The advisable thing to do is use of the framework and the OBPMS as one integrated initiative for effectiveness
This site is best viewed in 1024 X 768 and in the following browsers: Internet Explorer 7 + and Firefox 3 +