Performance Alignment
Performance alignment is an effective HPT concept that, as the name suggests, emphasizes aligning performance to the company’s goals. It also includes managing the process and performance itself. Essentially, performance alignment focuses on aligning organizational goals, performance, and extrinsic motivators.
Performance alignment (PA) begins by developing ideas in which all of the components (as listed above) will work, or align, together. After the ideas have been developed, the analyst will choose the most fitting HPT model based the ideas created. Utilizing the model, the alignment process is implemented into the organization, utilizing several major phases. First, the analyst and organization must unite in commitment to the process. Both must understand the overall goal of the company and must work together to align performance.
After the commitment is made, the analyst will begin collecting data, focusing on current and desired performance. Sufficient data must be collected to provide an understanding of the performance gap. The data can be collected from managers, employees, organizational goals, or any other relevant source of data in the company. After data collection is complete, interventions for performance alignment are discussed and created.
After approval of the interventions from the client, the analyst will convert the interventions to implementation strategies. These are used to ensure performance alignment throughout the company. Following implementation, the effects of the interventions are measured and evaluated.
Aligning performance in an organization requires a heavy focus on the basic data of the organization. Every step of the process is just as important as the previous. For performance alignment to be effectively utilized, communication amongst a healthy working environment is essential. The performance manager/analyst plays the most important part in this process.
Performance alignment is an effective HPT concept that, as the name suggests, emphasizes aligning performance to the company’s goals. It also includes managing the process and performance itself. Essentially, performance alignment focuses on aligning organizational goals, performance, and extrinsic motivators.
Performance alignment (PA) begins by developing ideas in which all of the components (as listed above) will work, or align, together. After the ideas have been developed, the analyst will choose the most fitting HPT model based the ideas created. Utilizing the model, the alignment process is implemented into the organization, utilizing several major phases. First, the analyst and organization must unite in commitment to the process. Both must understand the overall goal of the company and must work together to align performance.
After the commitment is made, the analyst will begin collecting data, focusing on current and desired performance. Sufficient data must be collected to provide an understanding of the performance gap. The data can be collected from managers, employees, organizational goals, or any other relevant source of data in the company. After data collection is complete, interventions for performance alignment are discussed and created.
After approval of the interventions from the client, the analyst will convert the interventions to implementation strategies. These are used to ensure performance alignment throughout the company. Following implementation, the effects of the interventions are measured and evaluated.
Aligning performance in an organization requires a heavy focus on the basic data of the organization. Every step of the process is just as important as the previous. For performance alignment to be effectively utilized, communication amongst a healthy working environment is essential. The performance manager/analyst plays the most important part in this process.