Initiatives management is not an easy step in the performance improvement process. It implies a proper tracking of the initiatives taken, which is usually a challenge for most organizations. Initiating projects may turn out to be easier than managing them afterwards, when the issues of time, money and talent available interfere in the process. If we add resources problems and poor project monitoring to other problems, then the future of the initiative is not hard to guess.
Key Performance Indicators (KPIs) affect decisions, research efforts, and are strongly related to the goals of the RD&E activity, as they can differ based on the type of the project, e.g. applied projects, research explorations, and so on.
Benchmarking, or learning from best practices, can boost a company’s performance by enabling a learning experience that relies on underlining the best in-class practices and their integration into your own organizational processes. Moreover, benchmarking allows companies to focus on strengths and weaknesses in comparison to those of their main competitors and, as such, it supports them in strengthening their position on the market. Nowadays, benchmarking is one of the most frequently used strategies for improving business performance.
Today, the topic of personal performance is gaining more and more attention, but is it completely and, most importantly, correctly understood? The most common misunderstanding when it comes to personal performance is associating it to individual performance.
Nowadays, the performance assessment meeting represents a common practice that is, no longer, an uncomfortable event for either the employer, or the employee. Now that each party is familiar with this activity, the next arising matter regards how often should it be conducted? The frequency rate must take into consideration aspects that will enhance employee performance and also favor company and leaders’ resources.
Initiatives management is not an easy step in the performance improvement process. It implies a proper tracking of the initiatives taken, which is usually a challenge for most organizations. Initiating projects may turn out to be easier than managing them afterwards, when the issues of time, money and talent available interfere in the process. If we add resources problems and poor project monitoring to other problems, then the future of the initiative is not hard to guess.
