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Expert Interview – Richard Tordjaman, Strategic Advisor Business IT, Desjardins, Canada

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Richard Tordjaman Interview Performance Management in 2013For the report Performance Management in 2013, The KPI Institute conducted 20 semi-structured interviews with practitioners, academics and consultants from 18 countries, who offered a detailed image on the state of Performance Management as a discipline.

Richard Tordjaman, Strategic Advisor Business IT at Desjardins , Canada was one of the practitioners that The KPI Institute interviewed.

1. What does the term Performance Management mean to you?

It means supporting the organization by giving the real picture about the current condition and providing a good view of the target to follow for reaching corporate vision.

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2. What drives interest in Performance Management?

The drivers are: we want to be informed, we want to get something tangible as baseline and measures and we want to be able to take action and not only reconcile situation.

3. What are your thoughts on the relationship between Performance Management at organizational, departmental and individual level?

Performance management is the business of everybody and every day. It gives us reasons to do what we do and drives our focus on what is important. We are all part of the process and as it, we own a bit of it.

4. What are 2013 key trends in Performance Management from your point of view?

Try to make people understand that Performance Management is a tool toward Continuous Improvement process and not a simple dashboard.

5. What aspects of Performance Management should be explored more through research?

It should be explored more through research as a mean to leverage HR and competitive avenue.

6. Which companies would you recommend to be looked at due to their particular approach to Performance Management and subsequent results?

I would recommend to look at selling companies and governance department from UK, from the public sector, as London city hall.

7. Which are main challenges of Performance Management in practice today?

Main challenges are focusing on the right thing and not only to report numbers. Then the target is to demonstrate the “what’s in it for me” and how it is a strength.

8. What do you think should be improved in the use of Performance Management tools and processes?

Performance Management tools and processes should have a cycle life and reinforce action plan with concrete results and benefit.

9. What would you consider best practice in Performance Management?

Continuous improvement and the “Plan Do Study Act” cycle combined with the DMAIC.

10. Which aspects of Performance Management should be emphasized during educational programs?

See the Balance scorecard from Kaplan and Norton.

11. Which are the limits in order to achieve higher levels of proficiency in Performance Management among practitioners?

The management staff itself, they do not see all the opportunities in this kind of practices.

12. If you are to name in few words the main aspects governing Performance Management today, what would they be?

Dashboard, KPI, forecast and variation.

13. Which are the recent achievements in generating value as result of Performance Management put in practice in your organization?

Action plan process has been started and targets have been established.

For more interviews with professionals from all over the world, access Performance Management in 2013

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