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Embedding a performance management culture to deliver the organisation’s strategic plan

“Implementing Clearview has transformed the way we can view and trend performance data. We are confident that the things we need to do to deliver our strategic plan are being done and the system is helping us to track and share our progress along with increasing levels of employee engagement. We are delighted with the positive improvement Clearview has had on our business.”

Yarlington Housing Group is one of the leading affordable housing providers in the South West of England. With their main office in Yeovil, Somerset, the group employs just over 350 staff and manages a portfolio of almost 10,000 properties, with a further 1,500 targeted for development by 2020. Yarlington was a Times Top 100 organisation in 2014 and has achieved Investors In People Gold Standard twice. In April 2014, Yarlington launched their 2020 vision and strategic plan which encompasses 20 Pledges to help ensure a better future for residents, communities and the business. The Pledges reflect the priorities of the organisation and were the result of direct consultation with communities, stakeholders and staff. 

Solution

In 2012 Yarlington were looking for a solution to monitor their KPI suite, ideally in the form of a system, which would give accountability to managers and enable trending of performance measures. After viewing several options, Clearview was chosen and in late 2012 implementation began on Clearview Strategy, Project and Performance scorecard modules with the system going live at the start of FY13/14.
The main benefits of Clearview to Yarlington, and which led to the decision to bring this system into their business were that:

• It would help build and drive a continuous performance improvement culture.
• It gave the ability to go paperless for reports used at meetings.
• There was the potential for automating capture of performance information from source systems.
• It provided transparency from corporate vision and mission through to performance deliverables.

Lara Almond - YHG.jpgIn the first year, the focus was on performance monitoring; over 400 measures were identified, defined and tracked on the system. Some team plans were monitored on Clearview as were strategic delivery plans. A ’buddying’ approach was taken for the leadership team to ensure good practice was shared and communicated. In turn this was supported by a robust training plan for staff. To emphasise the importance of the approach and priority given to achieving the plan, every four months, the performance team hosted a Clearview ’90 minute workout’ to increase employee levels of awareness and buy-in.

Lara Almond, Performance Officer, comments on how the system has changed the way that teams operate:

“At team level Clearview is becoming embedded into the way that we do things, with teams having their team plans and the golden thread to the corporate objectives monitored through the system. Performance measures can be viewed by every member of the organisation and each team has a suite of Performance measures which are reviewed and refreshed on an annual basis.“

 

The future

Yarlington are looking to take their use of the system further and drive even higher levels of performance improvement. The performance scorecard module for tracking KPIs in a balanced scorecard is working very well for Yarlington, and they continue to review and refresh their Performance measures to ensure they are fit for purpose. They are also looking to use the automatic generation of data from their housing system, which the Clearview system supports.

Yarlington have seen the benefits Clearview can bring in monitoring team objectives and the ability to further embed into team operational activity by reviewing them on screen at team meetings (rather than printing reports).

Summarising, Lara says:

“Implementing Clearview has transformed the way we can view and trend performance data. We are confident that the things we need to do to deliver our strategic plan are being done and the system is helping us to track and share our progress along with increasing levels of employee engagement. We are delighted with the positive improvement Clearview has had on our business.”

Commenting on the story, Mark Hobart, Managing Director, Clearview says:

“Creating and implementing a performance culture requires a systematic approach to managing the performance of organisations, teams and individuals, and is critical to the success of an organisation. In doing this, organisations need to build a culture of high performance and accountability in which leaders take personal responsibility for coaching and developing people, in addition to driving excellent business performance. Yarlington are a great example of an organisation taking this approach and are yielding the benefits from doing so.”