Programs and activities are aligned with the strategic direction, and performance targets are agreed upon. Resource allocation decisions are made based upon the performance targets. In the Implement phase, strategies developed are rolled out. There is a continuous, real-time access to and review of performance information. It becomes clear to employees what s important and who s accountable.
Talk is cheap.
USPS s experience indicates that there must be a willingness to invest in a performance measurement system. An outside consultant does some external measurements. Audits are done on the Financial indicators. Process indicators are measured daily and weekly. In the effort to gauge employee satisfaction, USPS conducts feedback surveys of employees through out the year, drawing upon random selections of employees.