Build a career on performance excellence.
It seems that performance is a very elusive concept for most persons in positions of authority and in the driving seats of most organisations. What then, is so magical about bringing about performance in the workplace – and with it a culture of work and work ethics?
What about the school systems? Why have the school systems failed to instigate scholarly performance for so long? Why is it that such a small proportion of children perform well in school? Only a handful come up with exceptional results; in all the grades, in all schools worldwide.
Where then, is the missing link or links? What are the secrets? Are they buried so mystically deep underground that nobody seems to be able to dig it up to the surface of mother earth? Not even the best of human brains; after all the foregoing scientific research and development?
Organisations often broadcast they have implemented a system of performance management. The goals and objectives are embodied in the job descriptions and they do performance measurement quarterly, bi-annually or annually. The problem is that employees remain on previous performance levels and nothing occurs to increase their motivation, morale or inspiration to perform better.
The big remaining question is therefore: How to get it right, with the correct tactics and how to utilise it for the children also?
The solution is a systematic work process.
The solution lies in a systematic work process, with automatic self-control and integrated performance measurement built in, to motivate and inspire all employees, to reach and surpass their strategic and organisation goals, on a voluntary basis, regularly.
It is a process, where the desire to perform comes naturally, for everyone involved. In this process all the pieces of the puzzle like strategic planning, business plans, goal-setting, job descriptions, performance measurement, performance areas and performance criteria fall into place, to form a integrated whole that makes sense to all. It is also a process where self-control and initiative by individuals form the foundation for the building blocks of the whole process.
The benefits of this systematic work process are increased enthusiasm, dedication, productivity, performance, profitability and work result satisfaction for both employees and employers alike.
Just visualise what it can do for any person trying to boost a career?
The principles and benefits are universal worldwide and apply to all types of organisations be it private businesses, corporate businesses, government bodies, non-profit organisations or social/religious institutions.
With this information one can pave the way for general stress relief, increased performance and ease of reporting throughout all management levels up to The Board of Directors.
Reconciling personal goals with organisation goals.
It is possible to get all employees to reconcile personal goals with organisation goals. One can turn around any marginal business and increase productivity and profitability for any organisation, with the transparent and hidden forces embedded in this process. It can be applied by organisations or a single department or section inside an organisation; as well as an individual person.
This process is a natural, self-inspired performance process and are appropriately named the self-propelled performance process (SPPP).
It takes dedication, perseverance and persuasion of other team members to follow the path of work performance excellence.
Apart from dedication, participants must also be trained in the principles and process flow of the self-propelled performance management system. Knowledge makes it perfect, as they must in-turn roll down the knowledge to their own team members. It is important that all participants be committed to follow the system.
The self-propelled performance management system is:
1. the fastest known method for career promotion;
2. the quickest way for career advancement;
3. the surest way for career progress;
4. the best ingredient in career path planning;
5. the only true and lasting virtue for career success;
6. the most neglected part in teachings about management and leadership principles;
7. the most complete and sophisticated application of performance management;
8. the best integration of human behaviour research findings, with the latest management, leadership and organisational development principles;
9. the best automated method for organisational change, development, growth, performance and profit;
10. the quickest way for career building, career development and moving up on the stepping stones of the corporate career ladder;
11. the surest and fastest way for increased motivation, productivity, growth, performance and profitability for both the individual and the organisation;
12. the best career builder and career booster for any career; and
13. inspirational, as it gets people moving, makes them self-starters in utilising own talents and initiative, automatically like magic.
First of all, deriving from the strategic plan, a commitment analysis must be done, where a job mission statement is drawn up for each job. The job mission statement is a job definition in terms of purpose, customers, product and scope. The aim with this analysis is to determine the continuous key objectives and performance standards for each job position.
Following the commitment analysis, is the work analysis of a particular job in terms of the reporting structure and job description. If a job description is not available, then a systems analysis can be done to draw up a job description. The aim with this analysis is to determine the continuous critical objectives and performance standards for each job.
Job needs analysis.
Finally, a job needs analysis must be done in terms of necessary time limited action plans. The aim with this analysis is to determine the time limited specific objectives and performance standards.
A proper and sustainable performance measurement and reporting system can only be devised after completion of these three types of analysis.
The self-propelled performance management system requires short interval control on the sergeant stripes principles, to inspire self-control and early corrections of deviations from targets. In other words self-initiative with own decisions on the spot, is encouraged by the system and management.
The culture of performance must be a living thing in an organisation. It must be seen, felt and on the minds of every employee every working day.
It is no good to have everything in writing, filed and buried somewhere in a file nobody lives by.
Proof that a system like this is necessary: Not so long ago, it took more than 780 deaths by processed food poisoning, to make the ANC realize that the previous local health inspectors have become non-existent. They did not even know whose liability it is now. What have they done about it since then? This is but only one example!
One can only seek out the best competent employee candidates, once the job competency requirements are established and known, to get the best fit.
The work effort contributions of the human capital assets of any organisation must be more in value than its total cost to the organisation, to be profitable. Any person not conforming to this basic principle of asset management, is a bad investment.