More often than not, we find that most companies’ structures and systems do not emphasize or support a culture of performance or personal accountability.  JDHA is often retained to identify and establish objective measures/metrics used to track organizational, divisional, departmental and individual job performance. 

Some clients have failed to develop more sophisticated structures and systems as they have grown or evolved.  Others may lack the in-house expertise, experience or understanding to “raise the bar” for performance throughout the organization.

Developing performance-based management systems, structures, processes and documentation is a straightforward process.  Where many companies struggle is the application or enforcement of higher performance standards. 

For most clients, performance-based management is a broader concept that requires the following:

• Clearly defined and communicated performance expectations and measures (organizational, divisional, departmental and individual).
• Building stronger managers who can support and drive higher performance levels throughout the organization.
• Development of a systematic, objective and results-oriented performance review process.
• Training on limited skill sets or deficiencies.
• Consequence systems for poor performance or noncompliance.
• Advanced recruitment/screening/selection practices (in order to build a “bullpen” of qualified job candidates).