Applying the Baldrige Criteria for Performance

Excellence to Talent Management

January 21, 2009

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Adding “ER”- E for “evaluate” and R for “review” - is what makes performance goals SMART-ER. When progress towards goals is evaluated, it requires collecting and analyzing data and converting the data to useful information. Demonstrating that info is used means that decisions reference it, it is communicated to stakeholders to build excitement and commitment, and it generates ideas for further improvement. How often goals are evaluated depends on their scope– for example, planning horizons of two, or five years are set by the strategic plan. Supporting goals and action plans focus on short-term (e.g., 3-12 months), long-term (e.g., 1-3 years), or longer-term (e.g., for capital budget items).

Evaluation of data is a pre-requisite for the top level in an organization to effectively review results. Results without review and recognition are unlikely to be sustainable. If a report and result are good, they merit getting reviewed and used. Stakeholders who ask themselves, “we have our results, does anybody care?” often wait too long for an answer or response about actions they have taken. On the other hand, it may be enlightening if stakeholders periodically asked themselves, “If I stop doing this report, will anyone notice?” Review sends the message that each contributor makes a difference—otherwise initiatives may “wilt” due to lack of attention. Even if results are not good, it is particularly important they be reviewed to examine why.

Review of progress towards goals creates encouragement for sustaining gains, improvements, and drives innovation. Baldrige examiners have seen time and time again the famous “Hawthorne Effect” -- that what is measured and reviewed “moves” in the desired direction. Review also identifies and shares best practices, publicizes lessons learned, builds in reward and recognition for the desired effect, and generates ideas for further desired results. Review has implications for accountability to accomplish the goals and drive related improvements. Review also includes a process for decisions to change the goal, based on what is learned underway.

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