PEOPLE.IDEAS.PERFORMANCE

69 Measuring performance is therefore complex. A multiplicity of measures is required. This multiplicity is required at all levels-corporate, departmental and divisional, sectoral, collective and individual. It is essential that everyone in the organization engages with this; failure to do so means that there is no full understanding of how well (or otherwise) the organization is doing, and therefore no basis on which performance can be evaluated and where necessary enhanced. %DODQFHG VFRUHFDUGV Balanced scorecards are one way of tackling the complexities involved. Balanced scorecards require that organizations and their managers structure performance measurement and evaluation from multiple perspectives. The key discipline therefore comes in advance of any actual performance measurement; in order to measure performance, a range of measurement points have been identified in advance, and so must be addressed in full. The balanced scorecard model is as follows (Kaplan and Norton, 1992; Leahy, 2012; and see figures 1 and 2 below). Note that attention is drawn away from a purely financial or numerical approach to performance assessment and management. Those responsible for performance management, and those who have to carry out performance assessments, evaluations and appraisals, have to do so using a multiplicity of measures indicated. In practice, organizations and their managers will put particular weightings on each area also. The additional and critical benefit of this approach is that all of those responsible for the organization and management of organizations, have to take an active interest in every aspect. Figure 1: The Balanced Scorecard Model