http://www.managepro.com/WP Thu, 26 Aug 2010 21:07:41 -0500 http://wordpress.org/?v=2.8.6 hourly 1 http://www.managepro.com/WP/index.php/2010/01/chancellor-birgeneaus-message-regarding-performance-management-at-berkeley/comment-page-1/#comment-5837 Milan Moravec Thu, 26 Aug 2010 21:07:41 +0000 http://www.managepro.com/WP/?p=1655#comment-5837 Public universities are into a phase of creative disassembly where reinvention and adjustments are constant.. Even solid world class institutions like the University of California Berkeley under the leadership of Chancellor Birgeneau & Provost Breslauer are firing staff, faculty and part-time lecturers through “Operation Excellence (OE)”. Yet many employees, professionals and faculty cling to old assumptions about one of the most critical relationship of all: the implied, unwritten contract between employer and employee. Until recently, loyalty was the cornerstone of that relationship. Employers promised work security and a steady progress up the hierarchy in return for employees fitting in, accepting lower wages, performing in prescribed ways and sticking around. Longevity was a sign of employer-employee relations; turnover was a sign of dysfunction. None of these assumptions apply today. Organizations can no longer guarantee employment and lifetime careers, even if they want to. UC Berkeley senior management paralyzed themselves with an attachment to “success brings success’ rather than “success brings failure’ and are now forced to break the implied contract with employees – a contract nurtured by management that the future can be controlled. Jettisoned Cal employees are finding that the hard won knowledge, skills and capabilities earned while being loyal are no longer valuable in the employment market place. What kind of a contract can employers and employees make with each other? The central idea is both simple and powerful: the job or position is a shared situation. Employers and employees face market and financial conditions together, and the longevity of the partnership depends on how well the for-profit or not-for-profit continues to meet the needs of customers and constituencies. Neither employer nor employee has a future obligation to the other. Organizations train people. Employees develop the kind of security they really need – skills, knowledge and capabilities that enhance future employability. The partnership can be dissolved without either party considering the other a traitor. Public universities are into a phase of creative disassembly where reinvention and adjustments are constant.. Even solid world class institutions like the University of California Berkeley under the leadership of Chancellor Birgeneau & Provost Breslauer are firing staff, faculty and part-time lecturers through “Operation Excellence (OE)”. Yet many employees, professionals and faculty cling to old assumptions about one of the most critical relationship of all: the implied, unwritten contract between employer and employee.
Until recently, loyalty was the cornerstone of that relationship. Employers promised work security and a steady progress up the hierarchy in return for employees fitting in, accepting lower wages, performing in prescribed ways and sticking around. Longevity was a sign of employer-employee relations; turnover was a sign of dysfunction. None of these assumptions apply today. Organizations can no longer guarantee employment and lifetime careers, even if they want to. UC Berkeley senior management paralyzed themselves with an attachment to “success brings success’ rather than “success brings failure’ and are now forced to break the implied contract with employees – a contract nurtured by management that the future can be controlled.
Jettisoned Cal employees are finding that the hard won knowledge, skills and capabilities earned while being loyal are no longer valuable in the employment market place.
What kind of a contract can employers and employees make with each other? The central idea is both simple and powerful: the job or position is a shared situation. Employers and employees face market and financial conditions together, and the longevity of the partnership depends on how well the for-profit or not-for-profit continues to meet the needs of customers and constituencies. Neither employer nor employee has a future obligation to the other. Organizations train people. Employees develop the kind of security they really need – skills, knowledge and capabilities that enhance future employability.
The partnership can be dissolved without either party considering the other a traitor.

]]> http://www.managepro.com/WP/index.php/2010/01/the-advantages-of-the-ideal-performance-management-system/comment-page-1/#comment-5575 Milan Moravec Mon, 23 Aug 2010 03:55:17 +0000 http://www.managepro.com/WP/?p=2008#comment-5575 It's amazing that such dinosaurs (performance reviews, not the people) are still around. Yet despite the outcry against performance reviews, there's nothing wrong with them that can't be fixed by getting managers off of center stage. Top management can fix the basic problems the performance appraisal system faces. Critics argue that performance reviews not only don't accomplish what they're supposed to do - that is, improve performance, enhance employee skills and achieve planned outcomes - they have unintended negative consequences. In many cases, unfortunately, that's true. But it doesn't have to be that way. What companies need to abolish is not performance review itself, but the idea that it's a “management tool. Here are some practiced paradigms that must be discarded: Performance Review is designed, as the name suggests, in support of managers. If you believe this, your management is one of the roadblocks to exceptional performance. The most useful performance review support work relationships between employees (managers too are employees). Both parties need to address the question of how to best serve the goals and outcomes and align their work efforts. Performance review is a management tool. Managers are not necessarily the best qualified to assess their staff’s accomplishments. In fact, they may have a very limited or biased view. A more complete and accurate picture results when employees and managers seek feedback from a variety of customers, team leaders, professional peers, and others inside or from outside the unit. Performance reviews include judgments from a “higher authority”. Judgments produce compliant workers – people who are told what to do – not innovative ones. People hate performance reviews because most of them are fault-finding. How much better to ask, “What did we learn from this? What can we each do different the next time?” The manager is responsible for obtaining input from the employees. 21st century employees can’t assume a passive role in performance review, providing “tough-minded” self-assessments and valuable insights only on request. They must take the initiative, soliciting feedback from their managers and others. No risk taking to solicit the complete picture and no learning means no improvements. Managers should be trained in performance reviews, then prepare their employees for the process. If performance review is to be a productive partnership with employees taking the active role and both parties committed to exchanging knowledge and ideas, managers and employee need to be trained together. It’s amazing that such dinosaurs (performance reviews, not the people) are still around. Yet despite the outcry against performance reviews, there’s nothing wrong with them that can’t be fixed by getting managers off of center stage. Top management can fix the basic problems the performance appraisal system faces.
Critics argue that performance reviews not only don’t accomplish what they’re supposed to do – that is, improve performance, enhance employee skills and achieve planned outcomes – they have unintended negative consequences. In many cases, unfortunately, that’s true. But it doesn’t have to be that way. What companies need to abolish is not performance review itself, but the idea that it’s a “management tool. Here are some practiced paradigms that must be discarded:
Performance Review is designed, as the name suggests, in support of managers. If you believe this, your management is one of the roadblocks to exceptional performance. The most useful performance review support work relationships between employees (managers too are employees). Both parties need to address the question of how to best serve the goals and outcomes and align their work efforts.
Performance review is a management tool. Managers are not necessarily the best qualified to assess their staff’s accomplishments. In fact, they may have a very limited or biased view. A more complete and accurate picture results when employees and managers seek feedback from a variety of customers, team leaders, professional peers, and others inside or from outside the unit.
Performance reviews include judgments from a “higher authority”. Judgments produce compliant workers – people who are told what to do – not innovative ones. People hate performance reviews because most of them are fault-finding. How much better to ask, “What did we learn from this? What can we each do different the next time?”
The manager is responsible for obtaining input from the employees. 21st century employees can’t assume a passive role in performance review, providing “tough-minded” self-assessments and valuable insights only on request. They must take the initiative, soliciting feedback from their managers and others. No risk taking to solicit the complete picture and no learning means no improvements.
Managers should be trained in performance reviews, then prepare their employees for the process. If performance review is to be a productive partnership with employees taking the active role and both parties committed to exchanging knowledge and ideas, managers and employee need to be trained together.

]]> http://www.managepro.com/WP/index.php/2010/01/t2-teaching-tutoring-program-developing-social-performance-management-training-for-european-microfinance-institutions/comment-page-1/#comment-3694 Adalberto Gregory Sun, 18 Jul 2010 12:02:45 +0000 http://www.managepro.com/WP/?p=1926#comment-3694 Then finally the EURO shows level of potency to come back. Then finally the EURO shows level of potency to come back.

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