1. EXECUTIVE DEVELOPMENT starts here
EXECUTIVE DEVELOPMENT CENTER

2. ROBERT B. CASE
• Graduated from the charter class of the University of Central
Florida College of Business Administration with a dual major of
Management and Marketing.
• President of R B Case Consulting, Inc.
• Served as President of Sears Termite & Pest Control
• Served as the Executive Director of the UCF Executive • • • •
Development Center
• Inductee in the College of Business Hall of Fame
• Liaison for MBA graduates and students with UCF career • •
management

3. COLLEGE OF BUSINESS
ADMINISTRATION
• 2nd largest in the US
• About 8,000 undergraduate students in 8 majors
• About 1,000 graduate students in 9 masters degree
programs and 2 doctoral degree programs
• Over 100 faculty members in 6 academic departments
• Featured in BusinessWeek’s Top 100 Schools
• The Princeton Review’s edition of Best Business
Schools lists CBA as “an outstanding business school
for earning a Masters”
• Ranked by Princeton Review Among Top 10
Administered MBA Programs

4. PERFORMANCE METRICS IN HR
Be the Change You Want to Create

5. SESSION OVERVIEW
This session will explore the relationship between
performance management, employee engagement
and customer satisfaction. Participants will learn the
who, what, where, when and how of driving the
change they want to create in their organization.

6. ATTENDEE ROI’S
• Performance and efficiency improvements at all
levels.
• Increased customer service.
• Enhanced trust, credibility and respect.

7. HUMAN RESOURCES
Are we a business unit?
OR
Are we a support department?

8. THE ANSWER IS BOTH!!!
Business Support
Unit YOU Department

9. WE’RE A BUSINESS UNIT
BECAUSE:
• We operate against a financial plan
• We are a strategic component
of the enterprise
• We serve a client base! Business
Unit

10. WE’RE A SUPPORT
DEPARTMENT BECAUSE:
• Our mission supports the direct
line activities of the enterprise
• Our services are – by design –
supportive of the enterprise’s
overarching mission Support
Department
• Our client base is internal

11. IN THE “BRAVE NEW WORLD” ALL
DELIVERABLES ARE MEASURABLE
&
DASHBOARDS DRIVE RESULTS

12. WE ALL HAVE MISSIONS…
WE ALL HAVE GOALS…
WE ALL HAVE PLANS…
WE ALL HAVE STRATEGIES…
WE ALL HAVE TACTICS…
WE ALL HAVE TASKS & ACTIVITIES…

13. FACT:
If you wait until you reach your destination to measure
your progress, you probably won’t get there.

14. A METRICS MODEL FOR THE
EMPLOYMENT CYCLE
Goal – Fill open customer service
positions in 15 business days.

15. ACTIVITY DRIVEN METRICS

16. ACTIVITY DRIVEN METRICS
(continued)

17. METRICS
…start with an articulated cycle of service
…can be used to start the goal setting process
…reveal organizational barriers
…keep us on TARGET

18. WHAT DO I WANT TO MEASURE?

19. IF IT’S IMPORTANT ENOUGH TO
BE DONE…
IT PROBABLY DESERVES
TO BE MEASURED

20. WHERE TO GET STARTED
EMPLOYMENT
• Fulfillment cycles
• Evaluation of new candidates
• Proactive recruiting
• Job description maintenance
• Needs forecasts
• Networking
• Application Process
• Interviewing Process
• Background Checks

22. BENEFITS
• Service Levels of Providing
• Service Levels of Staff
• Competitiveness
• Employee Satisfaction
• Accuracy Assessment
EMPLOYEE GRIEVANCES
• Resolution Cycle
• Satisfactory/Closure

23. TRAINING
• Supervisory Evaluation of Effectiveness
• Employee Evaluation of Effectiveness
• Timeliness
• Gap Analysis (what we say our expectations make
us want to deliver)

24. CUSTOMER SERVICE
• Satisfaction Levels
• Executive
• Managerial/Supervisory
• Front Line
• Delivery Cycle Fulfillment
• Ease of Use of Services

25. HOW TO GET STARTED
• Establish a protocol
• Review goal achievement results
• Pick a critical area
• Involve all the stakeholders
• Management
• Employees
• End-users

26. HOW TO GET STARTED (continued)
• Articulate and document the cycle of services
• “Plug in” current trends
• Perform gap analysis
• Identify improvements
• Restate goals
• Install measurement devices
• WALK THE WALK!

27. IF I AIM AT NOTHING,
I’LL HIT IT EVERYTIME

28. TODAY’S PURPOSE
Improve performance Articulated activity-based
tracking
Increased customer Measured satisfaction of
service expectations
Enhanced trust, Derives from exceptional
credibility and respect performance and premier
customer service

29. Metrics driven organizations
don’t wait to read history…
THEY WRITE IT.

30. “EVEN IF YOU’RE ON THE RIGHT TRACK,
IF YOU AREN’T MOVING FORWARD
YOU’LL GET RUN OVER.”
- WILL ROGERS
…and you’ll never get there if you’re going in the wrong direction.