Following numerous requests, Patrick and Philip Jaulent Mularski propose to illustrate the approach developed in the article good practice performance management by two examples.
One taken in the field of Health Safety at Work, the other taken in the field of Quality.
example in the field of Health Safety
The "Health and Safety at Work" is the obligation of the employer to protect the physical and mental health of its ; employees at work. It is therefore to address the relationship between the state of health of a person and his work.
To set the scene for the demo: a simple definition that encompasses three aspects of health:
- Monitoring the health, well-being, employability,
- Evaluation and prevention of occupational risks, improved working conditions,
- Emergency Organization.
Without being exhaustive, it is important not to ignore the influences of situations and events arising outside the workplace. There are, without doubt, a relationship between job stress factors encountered in the workplace and outside the workplace.
The process of implementation of the approach is consistent with that developed in the article good practice performance management including:
- Identify risks and opportunities prevention,
- Identification of actions to develop improved prevention,
- Defining expected results these actions,
- Monitoring the results of actions,
- Getting no place measures to improve the Health and Safety performance.
Indicators Level 1: Compliance
This level focuses on compliance with legislative and regulatory framework by requiring, for example, minimum compliance with hygiene and security.
Leading indicators of this level could be:
- # Of meetings with the HSC,
- # of shares of health and prevention of risks (collective protection, IPR, ...) developed to meet regulatory requirements,
- # of shares corrective to avoid accidents,
- # of health documents (R) distributed
-% of employees whose jobs require regular medical assessment and specific
-% of employees working for example on platforms at sea, valued for their ability to work through periodic medical examinations,
- # discount brought to the single mandatory risk prevention,
- # controls / protection installed (computer screen equipment, noise detector, HACCP controls for food),
- # of employees trained in health policy.
Level Indicators 2: Improving
This level introduces the "culture of improvement. It is not enough that the Health and Safety Policy is written is published, it must also be understood, applied and produce results.
- Percentage of employees with knowledge of the health policy or to link with a level indicator "# of health documents distributed with outlets on an appropriate initiative,
- Rate of targets set by the Health and Safety Policy,
- Effectiveness of training courses on health policy, for example utilization of personal protective equipment (PPE),
- Number of employees trained at the OHS (Labour Lifeguard First Aid trained in first aid ).
Indicators Level 3: Lifelong Learning
With this level of maturity, the indicators are defined locally where employees work. Employees are empowered to determine where and how improvements can be implemented .. The employees are both perpetrators and beneficiaries of the policy of Health Safety performance indicators can be developed eg
- Percentage of employees with responsibilities related to health,
- Number of health training conducted,
-% of jobs for which assessments of health risks are realized,
-% reduction in the duration of exposure to hazardous activities (eg reducing exposure to noise, vibration, or chemicals),
- # of people arrested for smoking after anti-tobacco campaign (ditto on alcohol),
- Rate of employees involved in assessments of non-compulsory health.
Example in the field of Quality
- The quality assurance manager (QAM) of the company WWW decides to place suggestion boxes points to "strategic" business (Near the coffee machine at the entrance of the canteen ..). The objective is to strengthen the participation of as many quality employees.
The QAR fixed a target of 10 ideas per month. Naturally, these 10 ideas will fall months do not all alone without a plan of action. The IAS uses the internal newsletter, the intranet to give momentum to his initiative.
indicator showing the maturity level 1 could be:
# of new ideas per month.
After several months of running, the target of 10 new ideas per month is reached.
The QAR determines that the organization is mature enough to move to level 2
The QAR decides to change the initial indicator. It considers that it is indeed nice to have new ideas but it is better to implement some. It changes the basic indicator (without too much change) in:
# of new ideas implemented.
As before the QAR fixed performance targets and identify action plans to achieve them.
It sets and 10 new ideas per month with 3 ideas implemented. After several months of running and using proper action plan (the name ideas are implemented in the newsletter) system developed by the QAR to motivate employees on quality is satisfactory (but begins to s' of breath).
The QAR determines that the company is mature WWW to move to Level 3
The QAR decides to change the previous indicator. He finds that to implement ideas is good, but it's better if they achieve tangible results for the company.
He decided to change the indicator in # of new ideas implemented that allowed (for example) to reduce the processing time of a customer complaint (Class A) 2, or specialists SMED , # of new ideas implemented that allowed a change of tools within X minutes.
Naturally, all this will not happen without a plan of action. The QAR decides (in consultation with DG) to grant a bonus whose value depends on the gain.
Finally, all this is not very complicated. Again, common sense might say farmer.
What should we learn?
- Use indicators that reflect the maturity level of the organization.
- Do not try to copy what is always in the books, the Internet, or what the organization does well over there.
Patrick Jaulent
President of Balanced Scorecard Europe
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