Daily Discipline for Production Leaders

 

Leadership on the shop floor isn’t about firefighting—it’s about building habits that drive consistency and results.

Leader Standard Work (LSW) is your structured path to operational excellence. Why? Because what gets standardized gets done!

Here’s how top-performing production leaders stay ahead:

📌 Start the day with clarity: Shift briefings and production board reviews keep the team aligned.
📌 Drive accountability: Daily checks on safety, quality, and PPE compliance reduce risks.
📌 Think beyond today: Weekly KPI trend reviews (OEE, FPY, downtime) and root cause analysis prevent recurring issues.
📌 Build capability: Scheduling operator training and leading kaizen initiatives turn problems into opportunities.
📌 Celebrate progress: Recognize team efforts—it fuels engagement and continuous improvement.

LSW isn’t just a checklist; it’s the rhythm that transforms leadership from reactive to proactive.

Lean Leadership: The Importance of Standard Work

In any organization, leadership plays a critical role in driving success. In the lean world, leadership is particularly important as it sets the tone for the organization’s culture and approach to continuous improvement. One critical tool in the lean leader’s arsenal is standard work, which helps to ensure that processes are consistent, repeatable, and efficient.

Standard work is a set of instructions that outline the best way to perform a particular task. These instructions include the sequence of steps, the required tools and equipment, and the expected outcomes. By creating standard work, organizations can ensure that processes are performed consistently, reducing variability and waste.

But standard work is not just about creating instructions. It’s also about ensuring that these instructions are followed consistently. This is where lean leadership comes in. Leaders must commit to standard work and set an example for others. They must also ensure that standard work is communicated clearly and employees are trained to follow it. By doing so, they can help to establish a culture of continuous improvement and drive success.

So, how can lean leaders create and maintain effective standard work? Here are some key steps:

1. Identify the processes that require standard work: Start by identifying the key processes in your organization that require standard work. These may include production processes, administrative processes, or other key activities.
2. Create clear and concise instructions: Once you have identified the processes that require standard work, create clear and concise instructions that outline the best way to perform each task. These instructions should be easy to understand and follow.
3. Train employees on standard work: Once you have created standard work instructions, ensure they are trained to follow them. This may involve classroom training, on-the-job training, or a combination of both.
4. Monitor adherence to standard work: Once standard work is in place, it’s important to monitor adherence to ensure that processes are being followed consistently. This may involve regular audits or other monitoring activities.
5. Continuously improve standard work: Finally, it’s important to improve it. As processes change or new opportunities for improvement arise, standard work instructions may need to be updated to reflect these changes.

In conclusion, standard work is critical for any organization looking to improve efficiency, reduce waste, and drive success. By creating and maintaining effective standard work, lean leaders can help establish a continuous improvement culture and set their organization on a path to long-term success.

https://tinyurl.com/57ryx7ak

Managing Cadence and Stress for Optimal Team Performance

 

Optimizing team performance is high on the priority list for most organizations, and therefore, it is well-studied. While this information seems obvious to some, especially those who have been in business for a long time, I believe it is worth revisiting. I developed the charts included in this post over the years and find that they offer a unique graphical view that I haven’t seen elsewhere. To maximize team performance, you have to manage the cadence and stress at the individual, team, and organizational level.

When you look at a team, it has a level of work rate. Large companies, in particular, strive to make that relatively uniform across business units and over time.

They want common work hours, universal effort, and uniform productivity levels and have systems in place to ensure this. I find that these systems lead toward average performance, though. I have especially observed this in government service. 

A manager’s job is to discover ways for their team to perform better than average. If you look at it, you have a lot of people who are essentially working at a normal work rate as time progresses. The amount of work completed is the work rate multiplied by time. Productivity is the amount of work per unit of time. In the image below, the amount of work is represented by the shaded area.

Marathon Cadence

What frequently happens is a new manager comes in and wants to increase productivity, so they raise the excitement level and inject enthusiasm over how important this project is. They motivate people to work harder, and the marathon starts.

This continues for a time, but ultimately, the marathon cannot be sustained. People can’t work at an increased rate for too long before they start to burn out. The good news, however, is that the work done during that time was above the normal work rate as represented by the green area in the following image. 

That’s good! The new manager took the reins, whipped up the team, and they produced extra work. But then it begins to taper off. The real challenge is that after the team members burn out, their productivity levels decrease, dropping below the normal work rate. It’s challenging to get back to the average level.

As time passes, the amount of work under the curve, represented by the red shading, becomes larger than the green area. The extra effort spent to get above and beyond the normal work rate is now erased, leading to less than average. By motivating the team to work harder, the manager actually caused a decrease in performance in the long run. 

Sprint Cadence

Much of the software industry uses agile development strategies, which have now spread to other sectors. The idea is to use sprints, which are quick bursts of energy to finish projects. These are especially common in the U.S. where we like to get in, finish the job, and get out. The problem is that to maintain this, we must build in recovery time because it is not possible to conduct a sprint and then return immediately to the normal work rate or into the next sprint. Ideally, we want a development cycle that looks like this:

After a sprint, at least for a time, productivity drops. If we build in recovery time after each sprint, however, this approach leads to less burnout in the long run.

It’s clear from this image that the amount of green work exceeds the red. This process leads to higher-performing teams than a constant work rate or a marathon cadence. This extra productivity is great, but if you start a sprint and it isn’t managed correctly, such that the team only partially recovers, then the results are only slightly better than a marathon.

Properly Managing a Sprint

I find a better strategy is to complete a sprint, roll people off, and let them recover. Announce the next sprint, and follow the same process. Work, recover, work, recover. I also find that typically the first sprint results in slightly more work than subsequent ones, but a cadence establishes. The ultimate goal is to have the work above the normal work rate (green) be greater than the work below (red) the line, meaning higher than average performance. If you can’t maintain that, then aim for a constant normal work rate. 

The Impacts of Stress 

Along the same line, stress plays an important role in the psyche of the team. Psychologists have studied for decades how individuals respond to stressors. They noted that as stress levels increase, productivity increases, but at some point, it starts to fall because the stress is too high and the person can’t keep up. But note that everyone has a slightly different peak for where that level is and how much stress they can take on.

For example, in school, some students push off studying until the test or assignment nears. As they get closer to the due date, they are motivated and can really get the work done. Employees are the same way in that they have specific projects due, and they work better when they are down to the last few days to complete it. This is as opposed to plotting it out in advance and allocating the necessary time to work it in without rushing.

From a productivity point of view, that works for many people. However, when looking at this from a creativity point of view, I find the approach doesn’t work on the same time scale. People observe that when creativity enters into the equation, the peak happens sooner.

While a little stress causes a peak in creativity, it quickly tapers off, much sooner than for productivity. A little bit of stress is good. Teams should get out there, create, and innovate! But when the stress starts to feel too intense, innovation falls sooner than work output.

As a manager, it’s important to understand this at an individual, team, and corporate level. Work with employees to begin creative work sooner and find ways to reduce their stress level. If the work is merely to bang it out, then find a way to put enough stress into the equation. Think about these curves for your team and find the correct amount of stress for individuals to maximize production for your organization.

What is the appropriate level for creativity? A manager must find a way to create space for them to come up with ideas. Creativity doesn’t just happen, so one must allocate the necessary time instead of wanting it immediately. Scheduling time for innovation is hard and requires that the employee and manager work together to make it happen.

There’s a cartoon by Sidney Harris with two scientists standing at a chalkboard with several equations written on it. In the middle of the board, it says, “Then a miracle occurs.” This is the innovation step and requires time.

When you aggregate all the individuals, there is a corporate performance level where the organization itself has a certain level of stress. People have noticed that when you try to stress an organization in whole that the optimal stress level happens at a lower level than it does for key individuals. Still, everyone reaches their peak at a different point.

To stress the organization, the leader may say, “We have to meet this goal, and we need to do it in a month.” The key is to follow up with the performers who function better under higher stress and provide the additional motivation they need. For those who don’t perform well under pressure, ensure that they have the correct amount.

Bottom Line

To have a high-performing, optimized team, a leader must focus on the cadence of development to keep employees motivated but not burned out. Managing the stress level of individuals as well as for the organization provides a culture that includes time for innovation and creativity and an incentive for productivity. 

https://tinyurl.com/5n7r24rz

10 Common Performance Testing Mistakes and How to Avoid Them

 

Here are some mistakes you should avoid.

1. Failing to test for performance
2. Having no methodology
3. Neglecting to define KPIs
4. Failing to choose a tool
5. Testing for performance at the end of the development cycle
6. Testing only over the LAN
7. Looking only for server crashes
8. Analyzing results at the end of long tests
9. Analyzing each test by itself
10. Ignoring production data

https://tinyurl.com/2jyr5m5y

10 Behaviors of Top Performing Employees

 

To excel in the workplace, adopting certain behaviors can significantly enhance performance and contribution to the team. With that in mind, let's discuss ten key behaviors that top-performing employees often exhibit, so you know what you need to do to become invincible in your career.

1. Be Accountable

Taking responsibility for your actions, especially when you make mistakes, is crucial to being seen as a top performer. This is because accountability fosters trust and reliability among colleagues and supervisors. By acknowledging errors and taking corrective actions, top-performing employees demonstrate their commitment to integrity and improvement. This behavior not only builds personal credibility but also encourages a culture of transparency and mutual respect within the team.

2. Be Solution-Oriented

Rather than just identifying problems, top performers focus on finding effective solutions. This proactive approach is essential for driving progress and innovation. Of course, solution-oriented employees don’t just highlight issues - they analyze them, propose actionable plans, and implement changes that lead to improvement. This mindset cultivates a forward-thinking environment where challenges are seen as opportunities for growth and development. By consistently seeking and providing solutions, top performers can play a crucial role in enhancing organizational efficiency and effectiveness.

3. Be a Team Player

A team player contributes to a positive and productive work environment, putting the team's goals first and collaborating effectively with colleagues. This is because top-performing employees understand that collective success outweighs individual achievements. For this reason, they participate in team activities, support their peers, and share knowledge and resources whenever possible. In turn, this collaborative spirit fosters a sense of unity and purpose, driving the team towards common objectives. .

4. Show Integrity

Top-performing employees set integrity standards among colleagues, ensuring trust and respect in the workplace. Integrity involves adhering to moral and ethical principles, and those who have it often
make decisions based on honesty and fairness, even when faced with difficult choices. By consistently demonstrating ethical behavior, they build a reputation for reliability and trustworthiness. This not only enhances organizational culture, but promotes a positive work environment where ethical practices are valued and upheld.

5. Be a Great Listener

As we've said many times before, effective communication starts with listening. By listening actively and giving appropriate feedback, top performers are able to dramatically enhance understanding and collaboration. if you don't know, active listening involves paying full attention to the speaker, understanding their message, and responding thoughtfully. Don't forget the last part, either! Providing constructive feedback further strengthens communication, enabling continuous improvement and fostering a culture of openness and mutual respect.

6. Be Open-Minded

Being open-minded simply means being receptive to new ideas and perspectives, thus fostering continuous learning and adaptability. Top performers embrace change and are willing to consider different viewpoints and approaches. This openness to new information not only drives innovation, but can help the organization stay competitive in a rapidly changing environment. By valuing diverse opinions and experiences, open-minded employees contribute to a culture of inclusivity and growth.

7. Demonstrate Humility

Humility involves recognizing one's own limitations while also taking time to show kindness to others. By helping colleagues, top performers are able to build the sort of strong, supportive relationships that benefit everyone concerned. Contrary to their cocky counterparts, humble employees are generally willing to learn from others and acknowledge their contributions. This allows them to help foster a collaborative environment where everyone feels valued and appreciated. By demonstrating humility, they create a positive workplace culture that encourages mutual support and collective success.

8. Be Productive

Top performers manage their time effectively and focus on delivering excellent results. In short: they produce
high-quality work consistently. To do this, they will often prioritize tasks based on their importance and urgency, ensuring that their efforts are aligned with organizational goals. By maintaining a high level of productivity, they contribute significantly to the company’s success and set a standard for their peers. More importantly, their consistent performance enhances overall efficiency and drives continuous improvement.

9. Be a Great Communicator

Effective communication is clear and direct, but never cruel. To be effective, you need to be honest and straightforward while maintaining respect and empathy. Top performers communicate openly, providing candid feedback while showing consideration for others' feelings. This approach builds trust and fosters a culture of transparency and accountability. In this way, they ensure that communication is both effective and respectful, promoting a healthy and productive work environment.

10. Never Stop Learning

Continuous learning and development are key to staying relevant and competitive. This is why top performers often take the time to invest in upskilling and reskilling to keep their knowledge and skills up-to-date. Whenever possible, they seek out opportunities for growth, be it through formal education, on-the-job training, or self-directed learning. This commitment to lifelong learning ensures that they remain adaptable and prepared for new challenges. By continuously expanding their expertise, they contribute to their own professional growth and the overall advancement of the organization.

https://tinyurl.com/y4bvr7h2

How to Assess Your Team

 

Ben Kill, Chartered MCIPD

Assessing and developing critical skills within your team is essential for achieving high performance and ensuring continuous growth. In this text, we'll focus on two fundamental skills, communication and problem-solving, and provide some insights on how to evaluate and improve these skills for better team outcomes.

Effective communication is crucial in any high-performing team. This means you want every team member to be able to convey information clearly, both verbally and in writing. They should also excel at active listening, understanding, and validating others' points of view, and be able to adapt their communication styles to suit different audiences. If these behaviors are not being displayed, there are several ways to improve. You might practice summarizing others' points, which can enhance active listening skills, while online courses in public speaking and professional writing can improve overall communication abilities. Additionally, seeking feedback from peers on communication styles can provide valuable insights for improvement. Of course, the negative impact of not improving communication skills can be significant, leading to misunderstandings, errors, inefficiencies, and poor team morale.

Problem-solving is another essential skill for high-performing teams. Team members should be able to quickly identify issues and generate effective solutions, utilizing creative thinking to develop innovative solutions for even the most complex problems. They should also be able to analyze potential outcomes effectively to choose the best solutions. To improve their problem-solving skills, team members can participate in regular brainstorming sessions to foster creative thinking, or even engage in puzzles and games to sharpen their analytical skills. Finally, they should purposely seek diverse perspectives on problems so that they can broaden their approaches. Unfortunately, the consequences of not improving problem-solving skills include project delays, increased costs due to inefficient solutions, and reduced team effectiveness due to the growing number of unresolved issues.

Leaders should encourage team members to train and mentor each other in communication and problem-solving, and provide new opportunities and challenges to help them apply and further develop these skills. Additionally, managers should try to set clear objectives and create a structured development plan to ensure continuous skill enhancement. By focusing on these strategies, you can build a high-performing team that is motivated, engaged, and effective.

Continuing the assessment and development of critical skills within your team is essential for sustaining high performance and growth. In Part 2, we'll focuses on two additional fundamental skills: time management and leadership.

Effective time management is crucial for any high-performing team. Team members should be able to properly prioritize tasks by urgency and importance, thus ensuring that critical tasks are completed on time. Utilizing tools to manage time and stay organized is also key to maintaining productivity and meeting deadlines consistently without sacrificing quality. If these behaviors are not being displayed, team leaders can foster improvements by implementing new time management techniques like the Pomodoro Technique, using digital tools for tracking deadlines and tasks, and regularly adjusting priorities to respond to changing demands. Failing to foster good team management can lead to missed deadlines, poor productivity, and dependency on others due to poor workload management. Any leader can tell you that this can quickly alter team dynamics and cause a lot of unnecessary friction.

Leadership is another essential skill for high-performing teams. Effective leaders help inspire and motivate team members, fostering a positive and productive work environment. They also delegate tasks wisely, ensuring optimal workload distribution, and make decisions confidently. If these leadership behaviors are not being displayed, improvements can be made through mentorship from more experienced leaders, participating in leadership training programs, and seeking regular feedback from the team to refine leadership methods. Without good leadership, teams may suffer from a generalized lack of direction, leading to confusion, inefficiency, and poor decision-making, which can compromise project outcomes.

Whether you're the leader, a manager, or just team member, it's essential that you try to train and mentor one another in time management and leadership skills. You should also seek to provide new opportunities and challenges to help your teammates apply and further develop these skills.

Continuing the assessment and development of critical skills within your team is essential for sustaining high performance and growth. In Part 3, we'll take a closer look at two more fundamental skills: adaptability and teamwork.

Adaptability is crucial in today’s fast-paced work environment. Team members should be able to quickly adjust their approach in response to changing circumstances, embrace new technologies and processes readily, and maintain productivity and composure under stress. If these behaviors are not being displayed, leaders should try challenging team members with new and diverse projects, setting up cross-functional projects to gain experience with different perspectives, and offering feedback to help them understand new viewpoints. Failing to do so can lead to inflexibility that slows innovation and response to market changes, causes undue stress, and contributes to a sense of resistance to new ideas.

Teamwork is perhaps the most important and most obvious factor required for high-performing teams. Remember, just because people are working together, doesn't necessarily mean they are functioning as a team. Effective collaboration, open communication, and respect for diverse viewpoints are key components of strong teamwork. Each member should be able to contribute to group goals, help resolve conflicts amicably, and communicate openly. If these behaviors are not being displayed, it may be time to start engaging in team-building activities to strengthen bonds. It's also a good idea to try and instill empathy by having them consider others’ perspectives or create collaborative projects to improve team dynamics. If a team can't function as one, it can lead to project failures and missed goals.

Leveraging and supporting these critical skills is crucial for sustained success. Leaders should consider encouraging team members to train and mentor each other in both of these disciplines, and provide new opportunities and challenges to help them apply and further develop these skills. By focusing on these strategies, you can build a high-performing team that is motivated, engaged, and effective in achieving its goals.

https://tinyurl.com/yh4wc8m4

Шесть основных трендов в управлении эффективностью персонала

 

Белов Александр, ТопФактор

Согласно данным глобального исследования «11 трендов, о которых говорят HR-директора», проведенного CEB в 2016 г., только 4% HR-директоров в полной мере удовлетворены системами управления эффективностью (performance management - PM) в своих организациях. Кроме того, 85% намереваются в ближайшее время упрощать соответствующие подходы и методики, 66% – чаще проводить формальные мероприятия по оценке персонала, а 78% – чаще обсуждать результаты и эффективность работы с сотрудниками. Из этого можно сделать вывод, что управление эффективностью остается одним из наиболее значимых направлений для HR-службы.

Российский бизнес на несколько лет отстает от мировых трендов в этой области. В некоторых российских компаниях по прежнему идет дискуссия о том, стоит ли использовать «западный опыт» в области performance management, который строится на методе целевого управления с использованием ключевых показателей деятельности - KPI. При этом, в профессиональной среде обсуждается не столько применимость такого опыта, сколько конкурентоспособность PM-моделей. Большинство экспертов отмечает, что система оценки персонала должна соответствовать потребностям бизнеса, учитывать этап его развития и масштаб. Внедрение инструментов performance management может стать сильным конкурентным преимуществом, что особенно важно в текущих экономических условиях. Наглядный пример – компания Microsoft, которая потеряла рыночные позиции в отдельных областях за последние 5-7 лет, в том числе из-за несправедливой системы оценки результатов деятельности с использованием рейтингов. Применение такой системы негативно влияло на результаты команд, на качество создаваемых продуктов и на результаты бизнеса. Нужно отметить, что Microsoftс 2014 года все же изменила свою систему оценки персонала, перестроив ее в соответствии с современными трендами.

Среди российских менеджеров распространено заблуждение, что KPI-управление сводится к расчету премии и стимулированию персонала. В мировой HR-практике инструменты performance management используют для повышения вовлеченности сотрудников и управления талантами: это тот базис, на основании которого формируется кадровый резерв организации, происходит выявление карьерных амбиций, определяются задачи профессионального роста для сотрудника. Оплата за результат – это важный элемент в performance management, но ошибочно было бы все сводить только к премированию. Неверная расстановка акцентов во время обсуждения результатов работы за прошедший период (performance review) может привести к тому, что внимание руководителя и сотрудника на таких сессиях будет сосредоточено только на оценке прошлых результатов (ретроспективный фокус), и на том, в каком размере будет начислена премия. При этом более высокую эффективность (согласно отдельным исследованиям) демонстрируют те компании, в которых во время performance review руководители уделяют больше внимания способам улучшения результатовв будущем (фокус на перспективе). В ходе таких встреч руководитель с сотрудником определяют,что необходимо предпринять для повышения эффективности, а не заняты поиском виновных за полученные результаты.

В крупных компаниях, оценка персонала, как правило, уже реализуется посредством ежегодных встреч с руководителями для подведения итогов, предоставления обратной связи сотрудникам, постановки целей на новый год. Уместен вопрос – «насколько остаются адекватными годовые цели, когда бизнес вынужден существовать в условиях постоянной турбулентности?». За год может произойти очень многое: измениться ситуация на рынке, появиться новые приоритеты и исключительные возможности,реализоваться серьезные риски, на которые предприятие должно немедленно реагировать. Обратная связь, которую получает сотрудник от руководителя раз в год – зачастую оказывается запоздалой и не несет мотивирующей составляющей. Годовой цикл постановки целей и оценки результатов постепенно приобретает черты формальной процедуры, мало имеющей общего с реальной жизнью. Многие крупные компании стараются переходить на «скользящую оценку», увеличивают частоту встреч менеджеров со своими сотрудниками в течение года. А процедура оценки приобретает менее формальный характер и, строится,при этом, по определенному сценарию: подведение итогов за период, анализ причин успехов и неудач, совместное планирование будущих результатов.

Те компании, которые уже используют годовую оценку персонала, худо-бедно научились управлять этим процессом на бумаге: собирать и согласовывать раз в полгода/год соглашение о целях, заполнять оценочные листы, рассчитывать итоговый бонус и т.п. Но сокращение цикла с года до квартала, или с квартала до месяца – многократно увеличивает затраты на его администрирование. В этой ситуации без автоматизированной поддержки полноценно управлять этим процессом становится невозможно. И чем крупнее бизнес, тем сложнее задача: необходимо не только стандартизировать такой процесс, но и обеспечить вовлеченность всех сотрудников предприятия, на каждой территории присутствия, в каждом филиале и подразделении. Вместе с этим, при автоматизации рутинных процессов целевого управления, у сотрудников HR-служб меняется характер выполняемых ими функций. Вместо учетно-административных задач, появляется возможность заняться непосредственно вопросами связанными с развитием и обучением персонала, управлением талантами, формированием кадрового резерва.

Последнее время у руководителей появилось понимание, что эффективность предприятия определяется не столько индивидуальными результатами отдельных сотрудников, сколько коллективными результатами и эффективностью команд. Вместо оценки индивидуальных результатов сотрудника (по иерархии «сверху-вниз»), большую популярность приобретают оценкаэффективности команды. Очевидно, что добиться индивидуальной результативности на порядок легче, чем добиться эффективности работы коллектива. Необходимо обучать руководителей среднего звена управлять не только своими результатами, но обеспечивать сотрудничество (collaboration) внутри команды для достижения общего результата.  Без автоматизации добиться этого тяжело, в том числе по той причине, что постановка целей, отслеживание и их выполнения должны производиться на уровне каждого отдельного подразделения, каждого отдельного сотрудника, а не только на уровневсей организации. Мониторинг промежуточных результатов лидерами команд, предоставление обратной связи, должны происходить значительно чаще, чем принято для циклов итоговой оценки.

Интерактивность процесса оценки и обратной связи, прозрачность и доступность данных по KPI– следующий важный тренд в performance management. Раньше часто приходилось сталкиваться с тем, что учет исполнения KPI и расчет вознаграждения носили закрытый характер, а рядовые сотрудники даже не всегда понимали – как и на основании чего рассчитывается их бонус. Сейчас присутствует консенсус в понимании того, что регулярная обратная связь, которую получает сотрудник (на основании как объективных данных, так и субъективных оценок), является сама по себе ценностью и непосредственно влияет на мотивацию. Для проведения регулярных оценочных процедур также требуется автоматизированная поддержка: необходимо собирать опросные листы от руководителей и внутренних экспертовна каждом организационном уровне. Кроме того, HR-служба и высший менеджмент должны иметь постоянный доступ к информации о результативности каждого отдельного сотрудника, чтобы, с одной стороны обеспечить единообразие процедуры контроля результатов, а с другой стороны исключить искажения и субъективизм, которые могут иметь место (например, манипуляции с данными, несправедливые оценки и т.п.). Предоставление каждому сотруднику доступа к информации по выполнению количественных показателей, имеющихся задачах, полученных оценках и рассчитанному вознаграждению, позволяет добиться роста вовлеченности такого сотрудника, а также способствует построению индивидуальной стратегии достижения результата с использованием доступных ресурсов. Для этого сотрудник в удобное время может подключиться к личному кабинету в корпоративной системе, либо сделать это дистанционно – через интернет, к «облачному» решению. Иногда компании устанавливают в цехах (офисах) информационные киоски, через которые сотрудники могут получить доступ к своему личному кабинету. Таким образом, автоматизированная система становится площадкой, посредством которой организовано взаимодействие между руководителем и сотрудниками для постановки и контроля достижения целей. HR-служба выполняет роль администратора такой системы, а высший менеджмент имеет доступ к результатам для контроля и мониторинга бизнес-результатов по компании и подразделениям.

Между управлением эффективностью в целом и процедурой оценки эффективности персонала ошибочно ставить знак равенства. Управление эффективностью предприятия (Enterprise Performance Management - EPM) охватывает гораздо больший круг задач, при этом оценка персонала на основании достигнутых результатов – это только один из этапов цикла, в который также входит постановка стратегических целей, их декомпозиция по организационной иерархии, обеспечение сбора объективных данных о достигнутых результатах и т.п. Кстати, последняя задача оказывается одной из самых трудоемких и затратных для большинства российских компаний при реализации внедрения проектов performance management.

Адекватность и жизнеспособность системы KPI-управления во многом определяется тем, насколько корректные данные используются для расчета значений KPI. Учетные системы, в которых накапливаются первичные данныечасто оказываются не приспособленными к тому, чтобы с необходимойаналитикойи динамикой предоставлять информацию по ключевым показателям деятельности. Как следствие, проекты внедрения KPI-управления вслед за собой требуют запуска проектов внедрения отдельных автоматизированных систем: CRM, SCM, ERP и т.п., а также выделения бюджетов на интеграцию ИТ-систем и консолидацию данных по KPI. Этим ИТ-составляющая проектов Performance Managementне заканчивается. В конечном счете, такие проекты носят кросс-функциональный характер, поскольку для сбора фактических данных по KPIтребуется глубокое погружение в каждую предметную область (маркетинг, продажи, управление производством, цепочками поставок, финансами и т.п.). В рамках концепции Enterprise Performance Management (EPM) развиваются автоматизированные системы, которые поддерживают весь цикл управления эффективностью работы предприятия, включая проведение бизнес-анализа с целью поиска неявных способов повышения эффективности, использования предсказательных аналитик и т.п.

Рисунок 1.Основные тренды в развитии систем performance management

  Чтобы начать проект внедрения performance management и автоматизировать одноименные процессы, требуется известная смелость и политическая воля первых лиц предприятия. В отличии от автоматизации других функциональных бизнес-процессов (продажи, производство, дистрибуция), для успешного завершения проекта часто необходимо проведение полномасштабного управления изменениями, поскольку в таких проектах в первую очередь необходимо работать с людьми, с их ожиданиями, как явными, так и неявными. Несмотря на это, все больше руководителей понимают, что инвестиции в задачи performance management позволят предприятию получить значительную отдачу в короткой перспективе. Рост вовлеченности и эффективности персонала в текущей экономической ситуации – это действенный рычаг, который может оказать положительное влияние на эффективность бизнеса в целом.

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