Module CPS2

People Information & Measurement

People Information & Measurement

This Module looks at the most crucial types of people information and reveals how to find causal, line of sight connections between leadership, people management practices and organisational performance. It reveals the connections between diversity and talent management, how to encourage employees to be 'apostles' rather than 'terrorists' and the difference between 'dead wood' and those who are the 'backbone' of the organisation.

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Gathering powerful 'people' information can be simple

Whether you regard your people as your 'greatest asset' or not they need to be managed to the best of your ability and this requires the best people management information being available.  Yet in practice the vast majority of organisations find producing such information problematic, to say the least, and therefore often resort to mere record keeping data (e.g. how many people you employ, how many days they are absent etc.) or use simplistic, correlative, data to draw very questionable conclusions (e.g. the employee opinion survey seems to suggest the people are happy so they should be very productive).

This Module sets a very high standard for the sort of people information that is required to do the job properly by concentrating on causative information that should show a direct connection between the way people are managed and the way the organisation performs. It follows the very simple principle that all efforts at improving people management should have a line of sight to business performance.

People performance curves are very revealing

The root of all people information is an extremely simple 1 to 10 scale that can be used both subjectively, based on management assessment of an individual's performance and capability as well as all other operational data such as revenue, income, costs, output and quality.  Producing goalposts of acceptable and unacceptable performance is key to analysing how well the organisation manages performance and actually producing 'people performance curves' paints a very powerful picture around which meaningful discussions can be centred.

These curves can be based on real, individual scores or at a purely conceptual level (e.g. how much leadership capability do our top managers possess?) because the purpose of the curves is simply to provide a basis for informed decision making that aims to improve the overall performance of the people in the organisation.  The Module covers the application of the theory to practices such as talent management, equal opportunities, diversity and leadership and briefly touches on the implications for performance related pay and bonus issues. It also offers two simple matrices for assessing employee commitment/satisfaction and talent/ambition.

Module Objectives

Completing this Module will improve your professionalism by enabling you to:

  • Make a clear distinction between correlations and information that shows causation
  • Understand how a line of sight is a crucial ingredient for producing causative information
  • Avoid applying HR practices that can actually reduce organisational value
  • Identify reasons why people performance information is often used ineffectively
  • Analyse a performance curve from a people perspective (using real police force data)
  • Apply the concept and construction of people performance curves to a range of different purposes and contexts
  • Provide answers to the  2 Baseline questions regarding performance and potential value
  • Realise the inherent dangers in using pre-determined, people data
  • Apply the satisfaction/commitment matrix to assess the workforce
  • Match talent with ambition as closely as possible using a matrix for managing potential



This module overlaps with

Performance Measurement & Management

Performance Measurement & Management

The Performance Measurement & Management Module ensures all other Modules are translated into organisational impact

Business Partnering (Consulting)

 Business Partnering (Consulting)

A consummate Business Partner role requires the highest standard of consulting skills

The CPS Professional Toolkit

The CPS Professional Toolkit

Every Module in the Series requires competence in using the Professional Toolkit

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