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© 2008 HARDING & YORKE measured instead by efficiency, effectiveness, fairness and its ability to improve quality of public life. This argument, however, misses the point as to why performance measurements are used in private sector organisations in the first place. Successful implementations of the performance measurement systems such as ERIC ( The Empathy Rating Index Company ™ ) serve the same purpose in a public or private organisation: better performance. It is true that the private sector operates in a competitive market and the most important performance measure is profit, but profit is achieved through a number of means. The main driver of profitability is quality of product and service. This leads to customer satisfaction, customer loyalty and profitability. By the same token, loyalty is established, if customers feel that they get a better quality product and service for their money. Importantly, quality is achieved through the successful implementation of performance measurement systems. Over the years, such programmes have been beneficial not only for increasing profitability of private sector organisations but also achieving efficiency, boosting employee morale, job satisfaction, productivity and quality. Customer satisfaction, customer loyalty and profitability are simply the outcome of the performance management systems. Interestingly, employee morale, efficiency, effectiveness, accountability, equity, openness, integrity and quality are essential values for public sector organisations, too. We know that government aims to accomplish these values in order to offer ' better value for money' for taxpayers. Private sector organisations implement performance measurement systems in order to increase quality of the product and service. Quality would not only have a positive impact on customer loyalty but also the quality of public life. Similarly, better education system and NHS services would improve quality of the public life. This commentary suggests that although outcomes of performance indicators are slightly different in public and private sector, all start with measurement. If you don't measure, you don't manage. The dilemma is choosing a suitable measure or benchmark. Some models may not be effective for assessing performance and some fail to give directions for higher efficiency and productivity. ERIC has consistently proved to be a powerful and reliable performance measurement tool because it correlates with profitability which is one of the most important performance outcomes in the private sector. Although public sector performance measures are largely driven by efficiency, fairness, and productivity, they are antecedents to profitability of private sector organisations. From its unique methodology and ability to improve performance, the ERIC measure will likely to correlate with efficiency, productivity, openness, accountability, equity and quality of public life which are essential for public sector organisations. Thus, we are confident to suggest that the higher the score on ERIC, the higher the performance of the public sector organisation. Lord Darzi's 2008 review recognises that whilst the last 10 years has been about increasing capacity in the NHS we should now increase quality and personalisation and there is a major move in other areas of the public sector to do away with ' avoidable contact'. These are exactly the initiatives that can be supported by Empathy measures and development initiatives. REFERENCES O'Donnell, G ( 2006), Speech to the 21st Century Public Services Conference, Putting People First, 6th June, available on http:// www. nationalschool. gov. uk/ news_ events/ psrc2006/ downloads/ speech_ gus_ odonnell. pdf Varney, Sir D. ( 2006), Service Transformation: A Better Service for Citizens and Business, A Better Deal for the Taxpayer, HMSO. 15 ... ministers and public officials have stressed the need to be ' relentlessly customer- focused' by applying best practices found in the private sector...

YOUR EMPATHY PROPHET ™ - ISSUE 2/ NOVEMBER 2008 I first met John when Harding & Yorke was doing work for Reuters. John was advising them on outbound calling and I'd been working on coaching and call quality. When Reuters decided to run an advanced customer service programme, their learning and development manager, Clair Michael, knew both of us and thought we'd work very well collaboratively. She introduced us in the coffee shop and we instantly hit it off! I found that John had a great sense of humour. You know when you meet someone and straight away you know that you're going to get on? John is one of those people. He has that affect. He has such a twinkle in his eye! John is an outstanding consultant because he's got a really good mix of qualities. He's not only very professional - he knows his stuff and is very well qualified - but he's also very interesting and entertaining. One word that might sum John up is ' innovator'. He doesn't like to do things the same way twice, he's always coming up with something new. He also has a limitless supply of anecdotes and jokes; he's a fun person to work with. If you're going to work with someone over a long period - which these programmes can be - then he's the kind of person you would want to spend that time with. I thoroughly recommend him! Nickie Hawton + 44( 0) 7979 632 411 John Walsh is fun. His voice and demeanour tell you this immediately. There is a twinkle in his eye and a smile always playing at the side of his mouth. ' I sometimes worry: God I'm a bit boring,' John confides. ' All I do is work and think about work…' Now, John is a worker; a hard worker. He has his own consultancy, Breakthrough Change Management Ltd and it has a list of impressive clients: Abbey National, John Lewis, Peugeot, Reuters, etc. ' I guess I would describe it as helping companies at the highest level through the people side of change,' he says. ' That breaks down into running workshops, seminars or coaching - all the people stuff that you need to stimulate that high performance we're always aiming for.' But he's joking. Not about what he does; about the being ' a bit boring'. You see, John is actually a bit like James Bond with a side order of Billy Connolly. He shoots. ' Yeah, Clay pigeons, not animals,' John explains. ' It's a wee bit trickier, they move too fast! No, no, I couldn't stand killing something.' He laughs. ' I just like getting into the great outdoors.' He skis. ' We all love skiing as a family and try to spend a good couple of weeks a year in Austria.' John has a wife and daughter, Samantha, aged 10. ' She's fantastic,' John enthuses. ' And just going through the cheeky stage!' Family is important to John – and for once that is not down to a miserable childhood. ' I was brought up in Glasgow, Parkhead with my two brothers, Mum and Dad,' he explains. ' I had a good childhood, you know, 16THE LINK Every issue, YOUR EMPATHY PROPHET ™ will be asking a previously featured consultant to refer, to our Editor for interview, someone they truly admire. The basis for their referral will be professional although THE LINK will try to get inside the person's mind to understand what makes him or her tick, revealing the humanity behind their business credentials. Nickie Hawton, Harding & Yorke's Principal Consultant, moves us along by recommending John Walsh. THE CUBAN MISSILE JOHN WALSH helps companies tackle change. This is an important job and one that requires a serious amount of knowhow and dedication. But that's just the tip of the iceberg. Other pieces of the jigsaw include a Scottish city, a high street bank, a Vauxhall viva and cigars. RICHARD DINNICK completes the picture…