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Performance Management: People,
Productivity, and Careers 1
Gerhardus P. Smith 2
T
he challenge for management is to ensure that the value and impact of
people's outputs are greater than the cost of their inputs. Some measurements can include finances, growth, and employee satisfaction surveys. The
role of a manager is sometimes that of an an expert and other times as a facilitator/coach. A manager helps align organizational goals with an employee's
individual aspirations. A balance in leadership should be achieved between topdown direction and participative management.
Performance Management Process
1
The following text and figures are
from overheads submitted by the author fo~ his presentation in the proceedings.
2
Human Resources Manager, Division of Water, Environment &
Forestry, CSIR, P.O. Box 395,
Pretoria 000 l, Gauteng, South
Africa. Tel: (27) 12-841-2527.
gpsmith @csir. co .za
1. Clarify Brief/Budget
• Process of contractual agreement
• Translate Organizational objectives
to individual goals
• Job expectation
• Agree on outputs and standards
• Align and plan development
• Set performance standard
1. Plan
3. Review
3. Objective Measurement
• eg. 360° review
• Capture the learning
• Appraisal against KRA's
12. Facilitate Achievement
4. Reward &
Recognition
/
/
/
/
/
/
/
/
/
/
/
-....
'-,
f
2. Create an Enabling
Environment
• Feedback
• Coach
• Counsel
• Monitor
• Mentor
• Ensure resource
availability
• Provide support and
ncourage~ent
elf evaluation
+
Base Pay
t
Eg. Courses
Conferences
Sabaticals
Opportunity to work
on STEP projects
Assignment of special
task groups
Eg. Flexibility in accommodating
individual specific needs
within the context of the
work environment
USDA Forest Service Proceedings RMRS-P-6. 1999.
Once per annum
revisited
t
Non-Guaranteed
Remune~ation
Non-guaranteed
remuneration
Bonus
t
Thank-you
eg. Letters, flowers,
handshake, gift vouchers
Any time as to
prior agreement
51
Performance Managment: People, Productivity, and Careers
Smith
Performance Management
•
Determine minimal acceptable performance management program
•
Finalize criteria indicators per job, family, and career stage (minimum
standards)
•
Complete training needs analysis
•
Obstacles to implementation of career development and performance
models:
• lag in reward and recognition
•
•
•
•
lack of supporting systems (e.g., database)
skewness in current HR profile
allocation and leveraging of resources
tension between short-term survival and long-term sustainability
Performance Appraisal Systems
Results: Forestry and Foresty Products Programme
18
Decline
Growth
15
12
9
6
3
I
'
1
. . . . . .+ . . . . .
0
90/91
-o-
I
I
'I
_ _ _ ¥"· "':"' •"": :""". t
I
I
'' r......
. +· . . . . .
I
·+· .......... • • • •
I
1
I
91/92
92/93
93/94
Turnover
I
94/95
-
-b -
I
~
I
~
95/96
96/97
97/98
Government baseline funding
• • + • · Contract research
52
USDA Forest Service Proceedings RMRS-P-6. 1998.
Performance Management: People, Productivity, and Careers
Smith
Some of the challenges associated with human resources management are:
•
•
•
•
•
•
•
Customer orientation
Short financials
Consistency, integrity
Human resources
Selling value
Portfolio management
Individual marketability
Human Resources Management
Career
development
happens here
Organizational
strategy
Labor
laws
Political
Economical
Social
Environmental
External influences
External stakeholders
USDA Forest Service Proceedings RMRS-P-6. 1999.
53
Performance Managment: People, Productivity, and Careers
Smith
Career Development: Four Stages
Contributing
Independently:
Personal Leadership
Leading Through
Vision: Organizational
Leadership
Assumes responsibility
for definable projects
Provides direction to
the organization
Rei ies less on
supervision; works
independently and
produces significant
results
Exercises power to
influence decisions or
obtain resources
Develops credibility
and a reputation
Increases in technical
competence and
ability
Represents the
organization on critical
strategic issues
Builds an internal
network
Sponsors promising
individuals to prepare
them for leadership
roles in the
organization
Learns how "we" do
things
Stage IV
Stage II
Career Development
.,,,,... ·.
competence
Primary roles
Expert/technical
specialist
Individual
contributor
Major
relationship
issues
Independence
and collaborating
with others
Assuming
responsibility for
the organization
Influencing others
beyond
immediate area
Contribution
Improves own
work processes
54
organizational
productive/
competitive
capability
USDA Forest Service Proceedings RMRS-P-6. 1998.
Performance Management: People, Productivity, and Careers
Smith
Forestry and Forest Products
Long term
to market
Medium term
to market
Short term
Operations
RDP&
small growers
Policy
CF
Government
Strategy
Process
Resource
base
CF
Government
Operations
CF
Research
Development
Forestry and Forest Products
Alliance(s)
(Step)
R&D partnerships
(Step/external)
Commercialization
(External)
Development
Implementation
Resource balancing
and protection
Long term
POLICY
Yield improvement
Sustainable forestry
STRATEGY
Medium to
long term
OPERATIONS
Cost reductions
Short term
results
Research
Technology for Productive Forestry Thrust
Long term
to market
Medium term
to market
Short term
to market
Resource balancing
and protection
Long term
POLICY
Sustainable industrial
forest management
Optimum management
regimes
Yield improvement
Sustainable forestry
STRATEGY
Medium to
long term
OPERATIONS
Cost reductions
Short term
results
Research
' USDA Forest Service Proceedings RMRS-P-6. 1999.
Development
Implementation
55