Industry: Facilities Management (National)
Issue of Concern: Client needed to completely alter its performance management monitoring processes in line with a new management system of accountability and responsibility, altered financial reporting periods, as well as being responsive to a ‘transitioning culture’ given the organisation’s change in ownership.
Timing: Commenced 2005 and ongoing at present
Agreed Resolution: A specific 3 phase brief was created to set in place both internal data capture mechanisms as well as external inputs and ensure consistency and accuracy of these. This in turn allows for a sound base of information to be created for distribution within the organisation. In concert with this is the development of business as well as individual senior staff KPI’s around their OHS and claims management performance. The process also allows for various tracking of movements in claims and premium costs and is used in support of new business endeavours
Outcomes: An initial ‘board’ report was created around the tracking of 6 key business indicators of importance to this organisation and for these to be benchmarked against ‘industry comparators’ where ever feasible. This was achieved in 50% of the time allocated by way of using a dedicated design process to customise documentation for clients
Current Position post Resolution: This organisation is currently examining its ‘next generation’ of reports in the manner in which they will be presented and to be designed for a wider internal audience to now have access to these, in line with an overall desire by executive management to push performance accountabilities to other levels within the entity than senior management.