Introduction
“We need a procedure for this”. How many times have you heard that statement or something like it? Maybe you said it yourself. It may be true. But all the procedures in the world are next to useless without clear performance standards. Procedures are about doing things. Performance standards are about getting things done.
Why Performance Standards Are More Important Than Procedures
A Performance Standard answers this question “How will I know that this job is being done perfectly?” Notice that I said “this job” not “this person”. Performance standards are about getting the job done. Procedures tell you what to do … and sometimes not very clearly.
Procedures And Standards
Procedures prescribe. Standards measure. That’s the difference. Procedures tell you what to do. They provide, if they’re good, a step by step process to follow. If they’re poor, they’re simply confusing. But in either case they rarely specify what is to be achieved or how well. You can’t write a satisfactory procedure without knowing what you’re trying to achieve and how you’ll know whether it’s been achieved or not. Sadly many mangers and administrators write procedures readily. But they don’t write the goals that the procedures are supposed to achieve.
Standards And Policy
Standards tell you whether your goals been achieved. And they’re the scoreboard that helps you measure how well or poorly that you’re implementing policy. A policy may decree “no customer complaints”. Performance standards will specify how you’ll know whether or not the policy’s being implemented. Procedures merely lead you through the process you need to follow to reach the standards. They don’t tell you “how well you’re going”.
Administration and Effectiveness
Procedures are an administrative device. We assume that if procedures are being followed, “all’s right with the world”. It rarely is. Procedures are concerned with feeding the animals in an orderly, safe and cost effective manner. They rarely say how to feed them if they confuse the keeper with the meal. Procedures are concerned primarily with process and inputs: administrative issues. Standards are concerned with outcomes and results: business effectiveness issues.
Scaring the Horses
Following this simple system might scare a few horses. Some people like the comfort that formal procedures offer. They may not be quite so comfortable following clear standards by which their performance can be measured. Some managers enjoy playing psychologist or like rigid rules. They might feel threatened by having to concentrate on performance rather than behaviour. I’m sorry to use such blunt terms. It’s the reality.
What To Do Now
- State your company goals for each major area – policy
- Specify how you’ll measure whether these goals are being achieved – standards
- Write a brief set of instructions to help people achieve the standards – procedures
That’s three simple steps: no fuss: no hassle: no elaborate and high sounding mission statements. No best practice claims and other fancy devices much beloved by gurus and consultants. And no auditors, accountants and office administrators chiding staff for “failing to follow procedure”.
Conclusion
If you follow that simple three step system, you should satisfy all the parties involved. Yes, you’ll have to work at it. But if your performance standards are clearly stated you may find that your procedures almost write themselves.
