Chief Measurement Officer

(working draft for the job description)

The Chief Measurement Officer is responsible for driving 21 century measurement practices within the organisation. The position provides support and coordination on various projects and activities related to performance management and measurement to support the operational excellence initiatives.

Outline

Performance measurement is worthy of more intellectual rigor in every organisation on the journey from average to good, and finally to great. The Chief Measurement Officer would be a part psychologist, part teacher, part salesperson and part project manager.

The Chief Measurement Officer would be responsible for:

  • Testing measures to ensure the dark side of a performance measure is minimized
  • Vetting and approval of all measures in the organisation
  • Leading all balanced scorecard initiatives
  • Promoting the abandonment of measures that do not work
  • Developing and improving the use of performance measures in the organisation
  • Learning about the latest thinking in performance measurement
  • Being the resident expert on the behavioural implications of performance measures
  • Replacing annual planning by introducing quarterly rolling planning

This position has a status equivalent of the senior IT, accounting and HR officials. The position reports directly to the CEO befitting the knowledge and diverse blend of skills required for this position. Only when we have this level of expertise, within the organisation, can we hope to move away from measurement confusion to measurement clarity.

Duties/responsibilities of theChief Measurement Officer

(here is a list which should be tailored accordingly)

  1. Testing of measures to ensure the dark side of a performance measure is minimized
  2. Vetting and approval of all measures in the organisation
  3. Leading all balanced scorecard initiatives
  4. Promoting the abandonment of measures that do not work
  5. Developing and improving the use of performance measures in the organisation
  6. Learning about the latest thinking in performance measurement
  7. Being the resident expert on the behavioural implications of performance measures
  8. Replacing annual planning by introducing quarterly rolling planning
  9. Running series of in-house workshops to promote the initiatives mentioned above
  10. Provide assistance as needed to departments to improve performance and efficiencies.
  11. Follow established policies and procedures; determine and recommend potential enhancements.
  12. Integrate performance management with all management functions.
  13. Assists business partners in conducting performance calibration sessions.
  14. Manages the annual performance evaluation process and cyclical activities.
  15. Drivescorporate operational excellence component (Lean initiatives, Quality, ZDS, Smart Solutions and applicable training) in a facility.
  16. Perform analysis on key metrics/processes and recommend Kaizen process improvements that maximize efficiencies.
  17. Create reports and document processes.
  18. Work in conjunction with any department in a facility or through corporate department personnel in order to keep the station facility in compliance with reporting and sustaining station goals driven through the continuous improvement and operational excellence programmes.
  19. Ensures that all employees have completed Goal Setting plan at the start of the year.
  20. Ensures that performance discussions are documented and implemented accordingly.
  21. Assist in communicating measurement standards and key performance indicators to all members of the organisation.
  22. Monitor and verify the integrity of the data to be reported and reviewed with local management before distributing.
  23. Prepare and report all performance measures (i.e. monitoring tool) and Kaizen results to corporate and local management.
  24. Maintains and updates company competencies at all levels and ensures effective utilization of the competencies and desired behaviours.
  25. Engages in career pathing for employees and succession planning for key leadership roles.
  26. Remains up-to-date on latest performance management, training and development, and career management issues.
  27. Reviews and updates performance appraisal tools and technologies.

External Relationship Development:

  • Manage and cultivate relationships with best practice organisations and professional bodies involved in Six sigma, Organisational excellence, Agile, Lean.
  • Publicly represent the organization with the media and conferences to create external branding around the progress made. This is designed to attract like minded individuals to apply for positions in the organisation.

Skills and experience

With a new role that is, at this point in time, very rare it is unlikely that candidates will be thick on the ground. In addition the role will be very difficult for someone coming in from outside as they would not have the business understanding nor the “street credibility whining the organisation which would be fundamental for this role. The answer lies in-house.

For organisations over 500 employees there will be enough talent to find someone who:

  • has tertiary qualifications and thus is ability to absorb new methods and practices swiftly
  • has a success track record in project management
  • is known for well thought out and interesting presentations
  • is well respected within the organisation – has favours to call on
  • is analytic and decisive decision maker with the ability to prioritize and communicate to staff key objectives and tactics necessary to achieve organizational goals
  • can be freed from their role and sent on a sabbatical to up skill their understanding of their role
  • has been able to sell change within the organisation successfully
  • has advanced interpersonal skills and an understanding of human behaviour
  • has strong written and verbal communication skills; is a persuasive and passionate communicator with excellent public speaking skills.
  • is action-oriented, entrepreneurial, flexible, and innovative approach to operational management.
  • has passion, humility, integrity, positive attitude, mission-driven, and is self-directed.

Obviously there will be gaps that can be filled in the sabbatical.