{"id":345,"date":"2012-05-01T09:42:40","date_gmt":"2012-05-01T09:42:40","guid":{"rendered":"https:\/\/breathe-pod.org.uk\/blog\/?p=345"},"modified":"2021-06-09T09:43:34","modified_gmt":"2021-06-09T09:43:34","slug":"creating-a-strategy-2-the-engine-room","status":"publish","type":"post","link":"https:\/\/breathe-pod.org.uk\/blog\/index.php\/2012\/05\/01\/creating-a-strategy-2-the-engine-room\/","title":{"rendered":"Creating a Strategy (2) \u2013 the Engine Room"},"content":{"rendered":"\n

Having firmly laid the Foundation Stones for the Training for Performance Improvement (TPI) Strategy within sections 1 \u2013 3<\/a>, sections 4 and 5 deal with Standards of Performance and Responsibilities in delivering the Strategy. This is the engine room of the Strategy.<\/p>\n\n\n\n

Section 4 \u2013 Standards of Performance (Success Criteria)<\/p>\n\n\n\n

This section deals with what you are going to deliver, and how your unit\u2019s performance will be assessed. You need to make the Standards both specific and measureable, yet also relevant for the 5-year lifespan of the Strategy.<\/p>\n\n\n\n

This is where you really show whether you are a \u201cTraining\u201d or a \u201cPerformance Improvement\u201d unit or department. Are your standards of performance going to be \u201cOutput\u201d focussed or \u201cOutcome\u201d focussed? Your \u2018Scotch Corner\u2019 moment, as I have previously described it.<\/a><\/p>\n\n\n\n

Here are some examples of Standards of Performance that you could consider using:<\/p>\n\n\n\n

  1. Number of days training and development invested in staff per month (i.e. a 5 day course for 12 people equates to 60 days investment)<\/li>
  2. The % of managers undertaking at least one Leadership or Management Development Course each year<\/li>
  3. Rating of internal interventions by delegates \u2013 % of delegates indicating that the learning event will be of direct benefit to them in their current role<\/li>
  4. Rating of all interventions, 2 \u2013 4 months after a learning event \u2013 % of staff indicating that they have improved their performance as a result of the intervention<\/li>
  5. The % of managers stating that (your unit) has delivered an improved level of performance, as measured against the previous year<\/li><\/ol>\n\n\n\n

    For some of these standards (such as 1 & 2) it may be that your target is the same throughout the 5 years, assuming you are not anticipating any significant changes in your organisation\u2019s staffing levels. For others (such as 3 & 4) it may be that you want to increase the performance percentage for each year of the strategy\u2019s lifecycle.<\/p>\n\n\n\n

    What would these Performance Standards indicate about the particular unit? If I saw statements 1 and 2 above as the style of Standards of Performance being used in a 5 year Strategy, my initial impression would be that this unit is very \u201cOutput\u201d focussed and has little focus on improving performance. The unit is being measured in a relatively simplistic manner. It appears to be a \u201cTraining\u201d function.<\/p>\n\n\n\n

    If, however, I saw statements such as 3, 4 and 5, I would get a very different first impression. These Standards are very \u201cOutcome\u201d focussed, seeking to demonstrate the value of the function to the rest of the organisation. The Standards are more difficult to measure and are more testing to achieve \u2013 in order to achieve them, they require more detailed communication and more effective relationships with other parts of the organisation. They indicate that this is a \u201cPerformance Improvement\u201d function and that across the organisation there is a more mature culture.<\/p>\n\n\n\n

    Remember that what is measured generally happens. The measurements you select will become important. If you measure relatively unimportant activity, it will become important \u2013 and that will be detrimental to both you and your organisation.<\/p>\n\n\n\n

    Section 5 \u2013 Responsibilities<\/p>\n\n\n\n

    It is helpful if everyone is aware of their responsibilities in relation to the Strategy. The responsibilities need to be discussed, negotiated and agreed from the outset. Getting clarity and sign off at this stage will save you time in the future.<\/p>\n\n\n\n

    These are the roles I suggest that you have responsibilities listed for:<\/p>\n\n\n\n