The Case of Performance improvement in Trinidad and Tobago - Global Strategies for Sustainability - HRMATT

A Case of Performance Improvement in Trinidad and

TobagoGlobal Strategies for Sustainability

Presenter’s Earl A. Harewood, MBA, PhDHRMATT’s 9th Biennial Conference

Hilton Trinidad & Conference CenterMonday, May 13, 2013

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Planned agendaPerformance for what.Thinking for performance. Assessing capacity.What are the 10 most important challenges.Performance for what?Pre-evaluation requirements.Evaluation skill requirements.Six most important solution for change in performance.3 things you can start doing tomorrow.Summary.Wrap-up, Q & A and extras. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013

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Performance improvement for what?Best-in-class status.

Maintain certification, accreditation or license.

Maintain or increase production capacity.

Bring activities into alignment with organization’s goals and objectives for both the short and long-run periods.

Innovation for future positioning in a global borderless economy.

Change (from what to what?).HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013

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Thinking of performance improvement ….

HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013

How much is really

needed?

What’s needed

True

False

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Capacity AssessmentWhat is the relatedness of productivity and performance? What is performance potentiality?To what do you link performance? What role does learning play in performance improvement? How do you know performance needs to be improved?How board should you be thinking about performance?


What are the challenges?

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Organizational and national challenges

World Economic Forum’s Global Competitiveness Report 2011-2012 identified:

Lack sophistication in business.

Inefficiencies of our labour and goods market.

Lack of innovation.

Inefficient bureaucratic government procedures.

Poor work ethic of the labour force in past 5 years.

Crime is at a runaway high with solutions that doesn’t appear to be working.


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Labour productivity (averages, annual growth rate)

1992-2000 2000-2008 2009 2010

GDP per person en-gaged

0.026 0.053 -0.003 0.014

GDP per hour worked 0.019 0.06 -0.003 0.014

0%

1%

2%

3%

4%

5%

6%

7%

Labor Productivity

Perc

enta

ges


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Operational contextInterconnected-boarder-less-global operational environment.

Long periods of dealing with sluggish interconnected economies.

Actual and projected food and land shortages.

Specialty labor shortages, especially in the medical field.

Climate change, disasters and displacement.

Blending of cultures as foreign workers join the workforce.


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Generational differences

15-19 20-24 30-34 35-390

5

10

15

20

25

Population % 2010 unemployment 2011 unemployment


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Colonial practices and challenges New policies, practices, behaviors and infrastructure do not reflect the unique attributes of T & T nor the competition it faces. The current infrastructure, attitudes and behaviors are inadequate to meet the demands of an interconnected global economy.The lack of foresight in governance suggests that the old behaviors and ways of managing will continue to be viable.New career opportunities and new industries are too few, so many able men and women are left out of the labour market.


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Intellectual capital challenges The nation is stalled by the information procession model of teaching and learning. Less than 20% male enrollment in UWI. The question should be why? Too much emphasis on credential than on learning for development, innovation and futuristic alignment. Many people are pursuing careers for which they have no basis for doing so. Greater emphasis on careers development is needed at K-16 and in the workplace.Socioeconomic is an important factor in performance, learning, innovation, change, aspirations, and goal setting.


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Workforce challengeHighly skilled workers are in short supply.Available workers lack the credentials, attitudes, work habits and social skills sought and suited to build a equipped 21st. Century workforce.Workplace violence and incivility run rampant.The workplace is full of under motivated and apathetic workers.Persistent fighting among workers, management and Union.Education policies do not adequately reflect the needed knowledge, skills, attitudes and abilities needs.


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Innovation and creativity challenge Technology drives everything fast – many of today's tools will become tomorrow trash.Without a strategy that encourage creativity and innovation the best companies and the best governments are left behind.Today’s best answers and solutions becomes tomorrows worse.The technology divide refuses to go away with each change and the middleclass and the poor are at a standstill socioeconomically.Need to identify and harness worker creative capacity to create new products, services and plan alternative futures.


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Sociopolitical challenge Political fights that create us against them persist long after the last elections.

Police-citizens relationship is severely strained.

Unethical behavior is at an all-time high in many important areas of society.

Gap between rich and poor widens; there is a numbness about this phenomenon.

Futurist infrastructure planning and upkeep is marginally practiced.

Planning for blending people, education and human capital needs are not discussed or instituted.


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Leadership challengeSharing and delegating decision-making tasks and authority is not well practiced.

Accountability systems are inadequate to ensure that people are held accountable for what they are suppose to do.

Leaders are not futuristic thinkers.

Leaders lead their organizations and their people absent of a global mind-set and with a more individualistic attitude.

Leaders are unaware of their own leadership philosophy and where it originated. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013

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Workplace dysfunctionsWorkers bring everything about them to the workplace.

Leaders must know themselves and those they interact with in the social context .

Workers have differing needs, personality and life content, therefore, they will present differently should be responded to in the respective context.

Sometimes the behavior that is perceived as dysfunctional in one context is in totally acceptable in another context and consideration has to be given to this disparity.


Performance improvement Global positioning

Winning strategy

Sta

rt w

ith

Resu

lts le

ad

s to

Goals setting

Which must be Monitored

revis

it

Performance

improvement for

what?

Performance for what?

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Pre-evaluation requirementsLeaders have a responsibility for blending plant, people and strategy to enhance organizational life and profitability. Leaders must know how to measure their own performance and the performance of those they lead by looking at projected vs. actual performance results and using the variance to plan for future performance. Look at the entire cost of hiring, developing, retaining and terminating a worker because this has broader implications for the organization.Benchmarking with other companies to see what it cost to hire the best and brightest, developing and retaining them and being best-in-class.


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Evaluation skill requirements (B)Perform timely evaluation of workers’

performance and develop an individualized plan for each worker with clear markers for measuring success and areas for improvement. Compare the performance of ones owe unit with other units with in the organization and well as with similar units in other organizations where appropriate. Learn about the latest evaluation tools, measures and benchmarks within and outside the organization.Seek opportunities to showcase performance improvement milestones.


HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 21

Solutions for change in performance

It’s a

Balancing act

What are the trade offs?

Old colonial systems

New global positioning systems

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Leadership solution Bold leadership is needed by leaders must be aware of their own leadership philosophy and where it originated because that philosophy will dictate how they lead others.Providing an environment for followers to develop, grow and become full contributing members of a team. Controls with others vs. over others. Respond with the whole system in mind and share the vision through communication of values and expected outcomes.Leading in a way that encourages knowledge sharing and skill building.


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Collective practices Research has shown that organizational knowledge creation is key to improving organizational performance (Kang & Song, 2012).When employees are part of the decision-making process, they are willing to trust and commit themselves to the organization (Kang & Song, 2012). Employee-centered supervisors tend to get better production, motivation and job satisfaction and these were more friendly, supportive, helpful and sensitive. Highly effective supervisors tend to be more employee-centered because they emphasize the human relations aspects of the job.


VS.

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Feedback for what?


Do you really mean

that?

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Human relation skill requirements Self-assess, be self-aware, be able to self-

regulate ones own behaviour and engage in reflective practices.

Develop a capacity to work with people and for fostering effective relationships.

Ability to function in a multidisciplinary system.Leaders must show respect for self and others and be respectful of individual and cultural diversity. Leaders must manage with emotional intelligence and foster a work environment that espouses working with emotional sensitivity.


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Ethic and performance improvement Committing to ethical, legal and

operational standards of the respective industry and professional affiliates.Leaders like those following their lead must be intentional in charting the course forward equitably, futuristically and with ethical foresight. Leaders must recognize their responsibility to communities they serve as what happens in them will affect their ability to continue to serve those communities. Benchmark performance with external leadership and performance metrics.


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Managing workers’ dysfunctionsAlthough workers’ behavior vary, sometimes some bahaviours can seriously affect the Esprit de Corp of any organization as they reflects acts of violence. Workplace policies should articulate a no tolerance position on workplace violence at every level. Leaders must have some baseline clinical skills so they can identity potential acts of dysfunction that can escalate into acts of workplace violence. There are the proper measures in place to assist workers in resolving personal challenges that will hinder their relationship, performance and to allay potential violence in the workplace.


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3 Things you can start doing tomorrow


1. Uptake of knowledge-sharing technologies is still primarily by innovators and early adopters.

2. Leaders adopt new behaviors at varying speeds and have a range of abilities to foster an environment that is psychologically safe and stimulates inquiry.

3. A learning organization has the capability to improve, and it develops structures and processes that facilitate the acquisition and sharing of knowledge (Schilling, Dearing, Paul, Harvey, Fahey & Kuruppu, 2011, p. 532).

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Summary (A) Leaders must seriously invest in their own personal and professional development and that of those who report to them.

Leaders must develop self-management, world-knowledge, cross-cultural competencies and become life-long learners if they are to keep their organizations competitive in a global economy.

Leader have a responsibility to be consistent in the way they manage and represent their organizations regardless of who they are dealing with or who might be watching.


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Summary (B) Leaders today will need to be more involved in looking at the performance, not only of their efforts or that of their unit, but the whole organization and those connected and interconnected with the organization.Leaders will need to become more involved in shaping workplace and national human capital policies through advocacy, scholarship and commitment to community involvement.Leaders must become involve in innovative activities by tapping creative energies within their organization to improve processes, practices and systems and the craft an alterative reality than today’s.


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Wrap-up


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Contact Info for Earl A. Harewood


Phone: (868) 779-3535

E-mail: [email protected]

Website (if any): N/A

LinkedIn: [email protected]

Twitter: [email protected]

Facebook: [email protected]

Extras material

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Leading ethicallyStrive for excellence and expect the same from those they manage.Do the right thing regardless of who is watching or who they think is watching and the listener before them. Make decisions that reflect the issues at hand and not so much the differences presented or “the flavor of the day.”Know thy self, know thy business, know thy people, know thy tasks and do them all well.Be intentional in investing in their own personal and professional development and the development of those who they supervise. Practice what they preach because others are watching (role model effect).


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Managing generational differencesEach generation group has its own unique ways of looking and responding to the world around them given the era of their birth and their life content.Leaders and managers must, not only, understand the characteristics of these groups, but learn how to leverage what these groups bring to the workplace to strength and grow their businesses.Leaders and managers must also include in their recruitment, development and succession planning provisions for the various groups represented.Leaders and managers must not intentionally alienate members of these groups for meaningful work and to be fully engaged in all aspects of work all levels of the organization.


ReferencesSchilling, L., Dearing, J. W., Staley, P., Harvey, P., Fahey, L., & Kuruppu, F. (2011).

Kaiser Permanente's performance improvement system, Part 4: Creating a learning organization. Joint Commission Journal on Quality and Patient Safety, 37(12), 532.

Kang, I., Song, J. H. & Kim, W. (2012). The mediating effect of team‐level knowledge creation on organizational procedural justice and team performance improvement. Performance Improvement.

Trinidad Tobago Chamber of Industry and Commence. Trinidad and Tobago’s Competitiveness. Retrieved April 23, 2013 from http://chamber.org.tt/articles/trinidad-and-tobago%E2%80%99s-competitiveness/.

Vhoom, V. H (1995). Work and motivation. San Francisco, CA: Jossey-Bass

Business

The Case of Performance improvement in Trinidad and Tobago - Global Strategies for Sustainability - HRMATT