EZA Organizational Performance - PowerPoint Presentation

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EZA Organizational PerformanceBest Practices for the Bangladesh Economic Zones Authority

Jean-Paul Gauthier, SENIOR EZ LEGAL & INSTITUTIONAL ADVISOR, WORLD BANK

External environment

Management Practices

Organization

& Individual Performance

Leadership

Work Unit Climate

Task Requirements

Business Structure

Vision, Mission and Strategy for Business Growth Performance

Individual Needs and

Values

Systems & Vital Work Processes

Culture

Globalization of Customers & Competitors

E-Markets, E-government TrendsICT Solutions & Applications Available

Knowledge/Awareness Specificity & Industry TrendsDirection for Business Survival & GrowthE-Business Change Model Capability New Behaviors?/ Messages

Decision Making ProcessesHow Employees are ManagedKnowledge-management (KM)

How Local Units Managed: Planning, Finance, Administration, CRM, etc.Leadership Skills & Work Team Effectiveness

Bottom-line DrivenEnergy from human motives

Beliefs, Behaviors, AssumptionsEnduring Values and NormsCustomer Relationship Management (CRM)Customer-Driven Business

OUTPUT, ManagementVital Work Processes: Process ReengineeringICT Applications, EDI, ERPReward Systems: Merit and PerformancePerformance Management

Job Satisfaction Factors: Performance & Merit Management & Recognition

Define Organization’s Driving ForceDeclared Vision, Mission & Performance (Growth) StrategyDefined Required ICT (e-Business) Role & SupportCommunicate Change Strategy What Change Employees Perceive

Industry-SpecificSpans of Control Decentralization &Transparency of InformationAuthority LevelsSupplier/Contractor InterfacesSupply Chain Management

Person: job “fit”Job Design Issues (Performance- & Merit-based Position Descriptions)ICT Skills & Knowledge: Institutional & Individual

Motivation

Analytical Framework for

Integrated Organizational Performance

ICT for Improved Business Performance

NO SINGLE CHANGE LEVER WILL

SUFFICE FOR CHANGE

Activities for Improving the

Organizational

Performance

One or all of the below approaches can lead your

organization toward improved performance:

Focus on 4 indicators:

client perspective/expectations

;

internal

work

processes; learning; Outputs/impact

Increase client satisfaction

by continuous

work process improvement Changes in culture: values, norms, etc. Reach ISO 9000 standards Information gathering & management

Align goals organisation-wide Carry out Outcome-based performance evaluations

Get the entire organisation pointed in the same strategic direction by establishing shared values, vision, mission and globalObjectivesImprove organisation´s systems and personnel capacity to “work better and Smarter”, thus becominga “learning organisation”

Performance Engineering

The process of aligning the political, human, organizational, and cultural dimensions of Governance change, with the process or technical dimensions, so as to avoid probability of failure in the delivery of public services

Principles of Performance Engineering

Political will

Clear picture of the starting point

Understanding of the rationale for reform

Focus on performance

Focus on the employee

High-level support

A common and consensual vision

Ambitious objectives

Deadlines

Buy-in from those involved

Allocation of the necessary resources

Set the Stage for Continuous Performance Enhancement

Establish performance benchmarks

Create new reporting and monitoring mechanisms

Institute customer feedback process

Schedule external review

Measure performance at project end

Prepare task forces for on-going reform, dialogue, and monitoring

Performance Measurement

Bottom line in public service: accountability and resultsPerformance measurement promotes management efficiencyAbsence of performance-monitoring leads to inefficient use of funds and inability to achieve process reform goals

Monitoring data are essential in meeting Strategic Objectives

Monitoring & Evaluation Benefits

Establishes baseline conditions against which to compare activitiesEstablishes measurement systems

Develops capacity to enhance the legal/policy framework through the introduction of “continuous improvement” methodology

Provides objective data on intervention success/failure

M&E Tools

Quantitative Client Questionnaires and Surveys (Be sure to ask questions about respondent, e.g. length of time as client, services used, etc.)

Employee Surveys

Qualitative Assessments

Case Reviews

Random Process Inspections

Surveys and Qualitative Data Measurement

Continuous feedback on results, through surveys and focus groupsCan be quantifiedCan measure civil employees’ and business people’s perceptions of services

Performance Monitoring

Project results are geared towards achievement of Intermediate Results and Strategic ObjectivesQualitative Performance Surveys are the key measurement tool for determining progress against the milestones and results objectivesCase reviews, random inspections, and assessments can also be used

Performance Measurement:Frequency

Obtaining Customer feedback: Daily, where possiblePerformance Benchmarking & Surveys: Quarterly, semi-annually, or annually

Performance Monitoring Plans are designed to:

· Connect project activities to performance indicators and intermediate results

·

 Measure indicators on a periodic basis with respect to the established targets

·

Provide feedback for dialogue concerning reforms· Serve as a management tool for troubleshooting project implementation issues

Performance Monitoring Plans