ORGANISATIONAL PERFORMANCE
RA Consulting’s Organisational Performance service line is dedicated to enhancing the performance of client organisations. Solutions range from the design and development of performance contracts and service level agreements to key performance indicators/metrics and performance management systems.
Qualitative and quantitative key performance indicators (KPIs) and metrics are developed to reflect the particular operating circumstances and unique requirements of our different client organisations. They are incorporated into performance contracts, service level agreements and performance management systems to promote and ensure operational efficiency, effectiveness and ongoing performance enhancement.
Performance Contracts
In developing performance contracts, we define the outputs and deliverables which client organisations expect of the bodies, agencies or subsidiaries which are responsible to them. These are incorporated into performance contracts which support effective governance, performance management and the timely delivery of objectives. READ MORE ⇒
Service Level Agreements
Our service level agreements are designed to define performance standards/expectations and identify deliverables which our client organisations can expect of third party service providers.
READ MORE ⇒
Performance Management Systems
In developing performance management systems, we evaluate clients’ competitive positioning and develop a customised and cascading ‘balanced scorecard’ approach which is used to drive their business, i.e. while simultaneously evaluating, managing and optimising performance. READ MORE ⇒
Performance Contracts
Our performance contracts are developed to reflect the unique requirements and operating circumstances of our client organisations, i.e. while also clarifying the particular deliverables expected of the bodies, agencies or subsidiaries which are responsible to them. Though performance targets (covering all areas of the principal-agent relationship) are central to the contract, important provisions are also included to provide for e.g. flexibility and the amendment of targets, communication and information sharing, performance evaluations, performance related pay, responsiveness, governance, etc.
Service Level Agreements
As is the case with performance contracts, service level agreements are developed to reflect the unique requirements and operating circumstances of our client organisations, i.e. while also clarifying the particular deliverables expected of third party organisations or service providers. Important distinctions are made and exist in respect of service level agreements which are implemented to regulate ‘tied relationships’, and those which are used to ensure effectiveness in the delivery contracted services. In all cases however, we use experience gained in the development of performance contracts and SLAs to ensure that agreements are designed to deliver improved performance, efficiency and reliability in the provision of services.
Performance Management Systems
An effective performance management system should be integrated with, and supportive of, broader organisational strategy. When designing performance management systems, we first evaluate clients’ mandates and competitive positioning; thereafter we develop customised ‘balanced scorecard’ (or similar) frameworks which are used both to drive the business and assess performance.
A strategically integrated approach is used to ensure that organisational goals and objectives cascade through different levels and guide the efforts of all functions, departments, teams and individuals, i.e. consistent with the organisation’s broader strategy and business plan. Performance metrics and key performance indicators are identified and developed to support the business and ensure that the organisation can assess, evaluate and promote its performance.
In addition to drawing upon our experience in this area, we also incorporate fundamental principles of behavioural science into the design of performance management systems. As goal ownership is critical, our systems are constructed to promote employee motivation, commitment and management by objectives. Accordingly, organisational ‘control’ procedures gradually become redundant as employee ownership is promoted and commitment is harnessed.