How,Evaluate,Organizational,Pe business, insurance How to Evaluate Organizational Performance in Economic Hard

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We've all made the decision to improve our appearanceat some point in our lives. Maybe we've decided we were going to loseweight by dieting and exercise. Or maybe we've decided to gain strengthby lifting weights. The first thing we did was stepped on that scaleand said "Wow, I need to lose a few pounds". Or we ran to the gym andmeasured our strength and endurance at various exercises.What wewere actually doing was creating a baseline. We were creating asnapshot of our current selves. Let's just pretend that we didn'tbaseline our current self, we didn't have our measurements, and basedpersonal goals based on Miss America, or Mr. Universe's appearance. Wewouldn't capitalize on the available data (our current selves) and setrealistic goals. Shortly, we'd become frustrated, lose motivation, andeventually fail.Likewise, businesses often don't capitalize onavailable data to get them through difficult times. With a new yearbeginning and growing concerns of our economic future, now is a goodtime to evaluate our current environments and identify ourorganizational strengths, weaknesses and areas for improvements andcost savings. This article discusses the value of baseliningorganizational performance, different baselining approaches yourorganization can, and overcoming variables that add complexity to yourperformance baselines.Baselining involves using historicalperformance data to calculate averages and standard deviations. Theaverage establishes the baseline and the standard deviation is apercentage change in the baseline deemed acceptable. When performanceexceeds the standard deviation, some specified action is usuallyrequired.If your organization has clear, specific goals andobjectives, the data to be used in the baseline is easier to determine.And of course, if goals and objectives are vague or unclear, it can bedifficult to identify important baseline data. But given these toughfinancial times, it is probably most beneficial to focus on financialperformance and key processes.A performance baseline isperformance information gathered to evaluate your current state andmeasure variations to gauge successes and failures within theorganization. Baselines may also be used to establish goals andstandards, to set SLA metrics and performance thresholds, and to makeimportant decisions. But perhaps the most important, but overlookedreason we do performance baselines is to refocus our organizations onwhat's important. You may have done a baseline a couple of years ago,but chances are you are still measuring the same things you measuredback then. Performance a new baseline forces us to re-evaluate what'simportant to organization as it endures the constant changes brought onby this dynamic economy.Types of Performance BaselinesThereare three types of baselines: rolling baselines, recurring time-basedbaselines, and specific date baselines. Rolling baselines comparecurrent performance metrics with a period of time preceeding thecurrent period. An example would be comparing last month's performanceto the average performance of the previous 12 months. Recurringtime-based baselines compare current performance metrics withperformance baselines calculated for the same length of periods. Dailyor weekly baselines are good examples of recurring time-basedbaselines. Specific date baselines compare current performance metricswith the metrics from a specific date. For example, gathering baselinesales metrics for the day after Christmas.Complexitites of Baselining PerformanceHistoricalbaselines often answer the question "how many?" such as "how manytickets were created over a given period of time?" The historicalbaseline data are the averages of such counts over that specifiedperiod. Baselines can be relative to any arbitrary point in time.Whilethis seems simple, it gets more complex when you take into effect someof the following variables: processes that take several days tocomplete, business hours calculations (e.g. M-F, 9-5, excludingholidays or specific dates), calculations involving multiple timezones, and calculation involving phased implementations.Whenprocesses extend for multiple days, counting and time calculationsbecome considerably more difficult, especially when a reporting tool isnot utilized. Processes executed on business days and during businesshours are also more difficult. In this case the proper divisor at theDay level is the number of business days in the last 365 calendar days,taking into account weekends and holidays. The divisor at the Hourslevel is the number of business hours in the last 24 hour period.Calculations with Multiple Time Zones can span across multiple citiesaround the world, reflecting different holidays and work norms. Thebaseline divisor thus becomes a function not only of Time but also ofLocation, thus further complicating the process. Projects utilizingphased implementations where new locations or divisions go "live" asthe enterprise expands (such as in a phased Enterprise ResourcePlanning implementation). In this case, the baseline calculation musttake into account how long a particular location has been live in orderto obtain an accurate baseline.Understanding Variables and Standard DeviationsVarianceand Standard Deviation are measures of how spread out a distributionis. In other words, they are measures of variability. The spread is thedegree to which scores on the variable differ from each other. If everyscore on the variable were about equal, the variable would have verylittle spread. Standard Deviation is the square root of the variance.It is the most commonly used measure of spread. An important attributeof the standard deviation as a measure of spread is that if the meanand standard deviation of a normal distribution are known, it ispossible to compute the percentile rank associated with any givenscore. In a normal distribution, about 68% of the scores are within onestandard deviation of the mean and about 95% of the scores are withintwo standard deviations of the mean.Identifying the Right Data to BaselineThere'sa basic rule to identifying the right data to baseline: 1) measure whatyour customers say is important, 2) measure areas where there areproblems you'd like to solve, and 3) measure the business objectivesyou are aiming to achieve. If your organization has clear, specificgoals and objectives, the data to be used in the baseline is easier todetermine. However, if goals and objectives are vague or unclear, it isdifficult to identify important baseline data. Measurements should bealigned to your organization's objectives and should be SMART(Specific, Measurable, Actionable, Relevant, and Timely). Article Tags: Recurring Time-based Baselines, Baselines Compare Current, Compare Current Performance, Current Performance Metrics, Organizational Performance, Standard Deviation, Baseline Data, Recurring Time-based, Time-based Baselines, Specific Date, Baselines Compare, Compare Current, Current Performance, Performance Metrics, Business Hours