Expert: Leo Lingham - 11/17/2009

Question
KINDLY HELP ME WITH SHORT NOTES ON:

-THE DISCUSSION THAT :DOES PERFORMANCE MANAGEMENT MATTER IN STAFF
PERFORMANCE MANAGEMENT AND ORGANISATIONAL SUSTAINABILITY?RPOVIDE
THE POINTS OF ARGUMENT.

-"THE DISCUSSION THAT PROMOTION OF STAFF INTO SENIOR POSITIONS IS
AN ACT OF BLIND FAITH"

THANK YOU

Answer
HERI,
HERE IS  SOME  USEFUL MATERIALS.
REGARDS
LEO LINGHAM
==============================

1. "staff performance management and organisational sustainability.Does performance management matter?what would be the points of argument?


The term sustainability, as accepted in the business world , is synonymous with the ability/responsibility of a company/enterprise/ organization to continuously sustain the generation of economic, environmental and social benefits.


According to this emerging trend , organizations have to:
1. Create economic, social and environmental value in the short, medium as well as the long-term.
2. Enhance human security and promote the evolution of present and future generations in their operational environment, in their neighboring social context, and on the entire planet.

Fundamental paradigms of today’s organizations
Under the present circumstances, it could be stated that:

1. Human Capital is the new frontier of competitive or complementary advantage. Organizational competencies (managerial and technical) and management and staff values coherent with the mission and corporate strategy of the Organization constitute a strategic asset of utmost importance. To sustain this comparative advantage, top and medium level managers, labor union representatives and other key decision makers must implement their organizational competencies and management values with integrity, thus inspiring employees at large by their own example.
2. An Organizational Culture in line with the values of stakeholders, employees and other interested parties (suppliers, clients, regulatory bodies, government, etc.) is another key factor to achieve sustainable success. The cohesion of the system of internal organizational values and its alignment with the values demanded by external parties of the organization are essential conditions to achieve a superior and sustainable performance in today’s global scenario for businesses or developmental programmes.
3. PERFORMANCE  EVALUATION  is fundamental. What cannot be measured cannot be managed. Traditionally, organizational competencies, management values and organizational culture were intangible assets - difficult to measure and difficult to manage efficiently. In addition, most of the indicators used for measuring organizational performance tend to concentrate on financial performance leaving aside the important influence of appropriate technical and managerial competencies, management values and organizational culture for the effective work of the sustainable organization. Today, we have models and instruments to evaluate integrated systems for organizational performance. These models and instruments allow us to give a specific value to the Human Capital and the Organizational Culture of companies, organizations, institutions of civil society and governmental organizations.
4. Integrative Management and Leadership is the capability of management and leaders to integrate and continuously balance the fundamental pillars of organizational performance, vital for sustainability. The proper integration between mission/corporate strategies and values/norms, competencies, management/technical processes and organizational structure are key factors for an effective transformation. It will become essential for the sustainability of organizations that management and leadership values are committed to serve the common good and the next generations, to treat people and social communities with respect, as well as protect and sustain our environment.

How could Cultural Transformation be represented?
Cultural Transformation is a programmed change of management and organizational values, which is translated into the measurable evolution of desirable technical and management processes and their consequences on short and long-term results . Therefore, developing and managing effectively Human Capital (as described in paragraph above) will facilitate superior performance of the organization in all key areas of results: Financial health, Operational effectiveness, Relation with customers, suppliers and support institutions, Evolution of the organization, Value added to environmental and social issues, etc.

CHART  ONE

*move from present results>>thru evolutions>>to desirable results.
*present organizational values>> to desirable organizational  values
thru  organizational  culture  transformation.  
===================================

Assessing prevailing management and personnel values of the organization in a present situation and relating them with corresponding organizational results and processes, provides solid data on present performance and the starting point for cultural transformation. This data is vital to understand the collective driving forces for keeping the organization in a survival state only, or making it capable for transformation or developing its potentiality of superior performance. Superior performance is obtained when desirable results and processes are being supported by relevant organizational values.

Towards a sustainable  results / transformation
Most institutional transformation projects have been mainly centered on re-adjusting organizational structures and redesigning some productive, financial or managerial processes (i.e. re-engineering). Furthermore a large number of these interventions have left aside the alignment of essential competencies 5
with the new missions or proposed corporate strategies.

However, the most limiting factor to institutional transformation projects and the origin of great frustrations in obtaining the expected results has been:
Not to consider the critical influence of prevailing PERSONAL VALUES existing inside the organization.
Values of managerial staff and employees are the driving force behind all key behaviors of the organization. As such they will definitely influence the expected results of institutional transformation processes.

At this stage, it is apparent that the Sustainable Transformation of Organizations  can be achievable by integrating in a continuous and balanced way the pertinent
Organizational Structure,
Processes (productive, financial and managerial),
Essential Competencies (technical and managerial) and the
Values and Norms required by the organization and its environment.

CHART  TWO

ORGANIZATIONAL  CAPABILITIES  THRU EFFECTIVE  INTEGRATION

1.management / technical competencies [ performance management]
2.values / norms.
3.organizational  processes/ procedures.
4.organizational structures.


Building capacity for the sustainable transformation of Organizations - Main conclusion
*Building capacity to integrate these four components of organizational capabilities conducted by an integrative management and leadership approach will be a fundamental step towards the sustainable transformation of organizations*

A potential line of activities for organizational  sustainability.

– Fundamental to promote productive growth and to contribute to the sustainable  Development goals.

It seems understandable that to effectively support processes of cultural transformation in industry and to upgrade Human Capital (at organizational level)  in transition, there is a need for support  from professional
performance management.


Some potential lines of  organizational  support :
- Assist  in building capacity for their self-managed cultural transformation including its monitoring and follow up. This could include organizational diagnosis, system redesign and integration of key components affecting the sustainable transformation of the organization and its contribution to the  Development Goals.
- Design and implement integrative models of Professional Competencies (managerial, technical and generic) to improve the Human Capital of the assisted industrial or support organizations and their current operation of HR planning, recruitment and development managerial personnel. It would include implementation of System of competencies for good governance .
- Improve the efficiency of organizational learning programmes in managerial and technical competencies to guarantee the permanent update/renewal of the essential competency base of the organization. Also, design and conduct workshops, seminars, learning forum events to promote processes and the applications of tools for the sustainable transformation of organizations.

CHART  THREE.

ORGANIZATIONAL  SUSTAINABILITIES.

thru  STRATEGIES.

1.IMPROVING  ORGANIZATIONAL CAPABILITIES
                        VVVVV
-management  and  technical competencies.
-org. values / norms
-org. processes / procedures.
-structure.

THE  INTEGRATION OF  THE  ABOVE  FOUR
                       VVVVV
THRU
-performance  indicators and  critical success  factors.

                       VVVVV
THRU
-competency  based performance  management system.

BY INTEGRATING

-organizational  learning.
-training/ management  development.
-career  planning / development.
-talent  management.
-succession  planning

###################################################

2.kindly provide me with short notes on the discussion that promotion of staff into senio positions is an act of blind faith.



PROMOTIONS  TAKES  PLACE   IN  THREE  WAYS.

1.Influenced  by  past  relationship,  which  is  based
-knows  the  person.
-knows  the way the  person  works
-decision  based  on  comforts, than  merit.
-----------------------------------------------------------------
2.Influenced by  the urgency  of  filling the  position.
-no  time  to  think over.
-fill  with  what is  available  at  hand.
----------------------------------------------------------------
3.THROUGH  AN  EFFECTIVE  PROMOTIONAL  POLICY
GUIDELINE.

PROMOTION POLICY-----ONE
PREFACE
It is the policy of   ABC  to foster the advancement of its
employees. This policy enhances the upward mobility of staff members through range  of jobs
and complements the present business practices at the ABC which allow for
personnel development.
The policy is based on the recognition that in the course of meeting  ABC
objectives, the duties and functions of an employee may change in complexity and
responsibility. Promotions therefore, are based on status changes that involve increasing
responsibility levels. The added benefits of promotion serve as an incentive for better
work performance, enhance morale and create a sense of individual achievement and
recognition. While good past performance enhances the validity of the promotion, it
should not, of itself, be the primary nor sole reason for recommending a candidate for
promotion. Consistent with prior practice, all positions above ............. will be filled
through  ABC ’s search and screen procedures. Exceptions may be requested through the
appropriate  '' SENIOR  MANAGMENT ; the business, organizational, fiscal and legal implications of
the request must be fully explained and justified.
Employment opportunities at ABC  may occur because an incumbent has been given
expanded duties, responsibilities and authority, progressing, for example, through a
recognized family of titles , or has moved to a different
position vacated as a result of another incumbent having been promoted, transferred,
discharged, or retired. The promotion of a staff person at the ABC  does not
typically involve an additional budget line being added to the promotion department’s
budget. Along with the increased responsibilities, the promoted person will receive an
increase in salary, sufficient direction to begin the new position, and a new job
description.

Persons seeking to promote staff members in their respective areas are reminded to pay
particular attention to past annual performance evaluations. These documents indicate
prior performance levels and accomplishments in the department, illustrating, for
example, how effectively the tasks assigned were completed.

The formal policy statement follows this section. A committee appointed by the
CEO  to monitor the use, effectiveness and institutional impact of the policy will
review the policy one year after its initial implementation.

PROMOTION POLICY STATEMENT
It is  ABC ’s goal to ensure maximum opportunity for promotion from within, consistent
with the commitment to institutional needs and institutional excellence, affirmative
action, equal opportunity and applicable contractual agreements.
1. It is recognized that a promotion may occur through the following ways:
(1) A reclassification of the individual’s existing position as a result of
the individual performing duties at a higher degree of responsibility
and complexity than the current classification calls for. This requires
an audit of the position through the job evaluation process.
(2) The filling of an existing higher level vacancy by a promotable
individual at a lower classification. Both processes must include a
current job description and a new job description of the individual
being promoted. Accordingly, it is ABC  policy to provide
internal employment to qualified candidates through
intradepartmental and interdepartmental promotion whenever
possible. The criteria used when considering employees’
qualifications for promotion must be fair and unbiased, and all
ABC  employment policy requirements must be fully met and
documented. Employees are to be considered for promotion
regardless of age, sex, race, color, national origin or physical
impairment.

ELIGIBILITY
For the purpose of this policy statement, a promotion is defined as advancement to a
different position which has increased responsibilities and adjustment to a higher salary
level. All ABC  employees who have successfully completed the probationary period
specified by conditions of employment or contract are eligible to be considered for
promotion. They are encouraged to review all job vacancies circulated to each
department and posted in the  HR  office on a regular   basis.

MANAGERS   should also be aware that promotable candidates need not only satisfy the
qualifications as specified in the job description and  the qualities, skills or knowledge
of the incumbent.

IMPLEMENTATION
I.
Posting
MANAGERS   should encourage all support staff member within their areas of responsi-
bility in the pursuit of career advancement and should ensure that all qualified internal
applicants, especially women and minorities, are duly considered for vacancies in their
unit before recruiting outside candidates. Accordingly, to promote internal mobility, a
procedure for waiving job posting requirements and/or external advertisement has been
established.
For positions , the following criteria must be met:
(1) The positions are in the same department, and one position genuinely
prepares the incumbent for the next. This allows for upward movement
within the same or related family of job groups where skills are easily
transferable.
(2) The incumbent has already demonstrated the ability to perform the higher
job, but in no event will the incumbent be promoted to positions higher
than 3 grade ranges.

(3) The incumbent has met any special requirements such as a course or a
skill.
(4) An employee on layoff status is to be rehired.
[5]The department must be able to demonstrate a satisfactory past record in
the hiring and promotion or women or minorities; or
(6) the unique and specialized requirements of the open position justify
promotion individuals possessing the special qualification to meet those
requirements.
To request a waiver of search for a position, a “Waiver Request” form must be submitted
by the hiring department to the  HR  outlining the circumstances
giving rise to the request relevant to the established criteria. The request should also
include the race, ethnicity, sex and qualifications of the person selected for promotion.
The “Waiver Request” must be signed by the  HR/CEO, BRANCH  MANAGER  prior to processing the Position
Requisition Form.
All interdepartmental promotions will be posted if the intradepartmental search has not
been successful.

#####################################################