RE: Convincing employees

["Paul Epstein" <epstein@pipeline.com>]

My first suggestion is not to approach public performance measurement as
"measuring employees," but as "measuring what we are achieving for the
public."

Don't focus the opening value proposition on making employees feel they are
being judged whether they are doing "good" or "bad" work, or whether they
are "efficient" or "inefficient."  But focus it on how effectively the work
of organizational units or teams is focused on improving how well the
organization accomplishes its mission, satisfies customers, or contributes
to improving public outcomes.

You may eventually have to get down to the point of using measurement to
improve the performance of teams or even individual employees.  But it is
almost impossible to start there and have employees accept the measurement
system and help make it work.  You've got a better chance, however, if
you've first gotten employees to see how their work contributes--adds value
to--to a bigger picture of what the organization as a whole is trying to
accomplish for the public.

--Paul Epstein
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Epstein & Fass Associates (www.epsteinandfass.com)
140 Nassau St., Suite 9C, New York, NY 10038
Phone: 212-349-1719  Fax: 212-349-4054  e-mail: epstein@pipeline.com

-----Original Message-----
From: owner-upm@raw.rutgers.edu [mailto:owner-upm@raw.rutgers.edu]On
Behalf Of Delvin Lane
Sent: Tuesday, July 17, 2001 5:48 AM
To: upm@raw.rutgers.edu
Subject: Convincing employees

Delvin Lane
Senior Project Manager
energywatch
delvin.lane@energywatch.org.uk
(m) 07721 300254

Dear All,

Can anyone help me with ideas on how to sell the benifits of performance
measurement to the very employees we are trying to measure?

Any presentations, papers etc would be most helpful.

Kind Regards,

Delvin Lane.

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