Productivity and Performance Management for Academia

8/14/2019 Productivity and Performance Management for Academia

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Productivity and Performance

Management for Academia

K.V. SubramanianUniversity of Agricultural Sciences, Bangalore

01/20/10 1



Our Focus Today

Our focus today 2-5

Some key words /concepts 6

Relevance of Productivity and performance Management in

academia 7-12

Productivity and performance Management-Basics 13-15

01/20/10 2



Our Focus Today…

Elements of performance 16-17

Benefits of productivity and performance

management 18-25

Foundation for Performance management in

academia 26-41

Institutional goal setting 42-49

Competencies for Institutional Effectiveness 50-54

01/20/10 3



01/20/10 4

Industry - Academia analogy 55

Measuring performance and productivity in

academia 56-59

Monitoring performance 60-61

Why Measurement fails 62-63

Concept of Balanced Score Card – BSC 64-65

Our Focus Today…



01/20/10 5

Performance Appraisal system in academia 66-69

Think about this – Conclusions 70-74

Reading material 75

Our Focus Today





Relevance of Productivity andPerformance Management in Academia

Productivity, performance of higher education

sector and reforms – topic of the day

Concerns of low value derived from resources

deployed and huge untapped potential

Value in terms of quantum of output, quality /

employability , benchmarking with world class

institutions

01/20/10 7




Productivity measured in terms of no. of

graduates/PGs/PhDs produced, research output,

quality, publications, quality of the products(acceptance in industry, R&D, academia),

Measures that can transform liabilities

(population) into assets

01/20/10 8




Emerging paradigms of teaching and learning,

redefining discipline boundaries, collaborative

working – ag. economics, ag. engg., mgmt.,

medicine, medical elec., biotech,..

Opportunity from barriers broken by policy

changes, to operate beyond the borders – eg.

leading institutions such as the IIMs

01/20/10 9




Threat - competition for students, funds,

research grants, employers seeking candidates

from competitors

Expectations and demands to align with the

best in class globally, to be in the league

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Practices followed (eg.cmm in IT, GAAP)- criteria

for funding, benefits, opportunity, recognition andranking by stakeholders (Healthcare, IT sectors)

Opportunity to lead change and redefine rules of

the game (eg. IT sector outsourcing, medicaltourism)




01/20/10 12

Are we keeping with the times,

moving forward or being pushed

back?




Productivity and performanceManagement –Basics

Performance management focuses on –

Performance of Institution’s specific entities –

departments, academic, extension, admn.,

individuals..

Processes - academics, course development,

evaluation, R&D, budgeting, financial

management etc

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Programs- implementing new policies,

procedures, schemes, delivery of intended

services to a community etc

Service offers- Effective transfer of knowledge

to the learning community




01/20/10 15

Projects - collaborative working of projects

involving various agencies and individuals

Finally, on the entire institution in the

institutional space




Elements of performance

Financial stability – Especially short-term

survival, often ignored as an area of importance

during capacity building ?

Program quality - This refers to UG/PG/

Research and others academic programs.

Outcome of these programs in the end-user

space forms part of program impact

01/20/10 16





Benefits of productivity andperformance management

Focuses on Result - Helps the institution and

individual focus on expected results – rewards

for results not inputs,SLAs in IT and services,

evidence based payments in health care

Creates accountability – Creates individual /

collective accountability, to "put a stake in the

ground“, compels collaboration & team work.

01/20/10 18




Depersonalizes issues - Supervisors focus on behaviors

/ results, rather than personalities

Validates expectations -In today's age of high

expectations when academia are striving to transform

themselves and society, having measurable results can

verify whether grand visions are realistic or not

01/20/10 19




Helps ensure equitable treatment (of employees) as

appraisals are based on results

Optimizes institutional functioning - Performance inthe academia is closely aligned to goals and results

Cultivates a change in perspective - from activities to

results

01/20/10 20



01/20/10 21

Performance reviews – Reviews focus on

contributions to the institutional goals, e.g.,

appraisal forms include the question "What

contributions are made to institutional goal

and how?”





• Supports communication among various groups –

faculty, students, admin. external stake holders

•

Cultivates a systems perspective - Focus on therelationships and exchanges among subsystems –

depts., processes, teams and other stake holders

01/20/10 22



01/20/10 23

• Creating the right focus - analysis on results

helps to correct several myths, e.g., "learning

means results", "job satisfaction produces

productivity”, shift from training dept. to

learning and development centre in industry





Creates measurable value for Commitments,

resources, comparisons, direction and

planning

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01/20/10 25

Redirects attention from bottom-up

approaches (e.g., doing job descriptions,

performance reviews, etc., first and then

"rolling up" results to the top of the

organization) to top-down approaches (e.g.,

ensuring all subsystem goals and results are

aligned first with the organization's overall

goals and results).




Foundations for Performancemanagement

All institutional stake holders must have

clarity in vision, mission, objectives/ goals,

strategies, implementation strategy,

expectations, parameters, measures, analysis,

gaps, feedback, communication, correction

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01/20/10 27



Principles of systems approach

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Principles of systems approach

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01/20/10 32

Effective implementation needs clearly

defined objectives disaggregated into targets,

action plans, R&R, monitoring, feedback,

review, action




01/20/10 33

Recognition of the 7S framework view of

organizations: Strategy, structure, systems,

style, staff, skills, shared values

Orchestrated play of all the elements of the

7S framework alone leads to achieving

organizational objectives




7s framework

It's all very well devising a strategy, but you

have to be able to implement it if it's to do any

good. 7SF first appeared in "The Art Of

Japanese Management" by Richard Pascale and

Anthony Athos in 1981. Looking at how

Japanese industry had been so successful, Tom

Peters and Robert Waterman were exploring

what made a company excellent.01/20/10 34



01/20/10 35

The Seven S model was born at a meeting of the

four authors in 1978. It went on to appear in "In

Search of Excellence" by Peters and Waterman,

and was taken up as a basic tool by the global

management consultancy McKinsey: it's

sometimes known as the McKinsey 7S model.

7s framework



Managers, they said, need to take

account of all seven of the factors to be

sure of successful implementation of a

strategy - large or small. They're all

interdependent, so if you fail to pay proper

attention to one of them, it can bring the

others crashing down around you.

01/20/10 36

7s framework



01/20/10 37

The relative importance of each factor will vary

over time, and you can't always tell how that's

changing. Like a lot of these models, there's a

good dose of common sense in here, but the 7S

Framework is useful way of checking that you've

covered all the bases.

7s framework



Strategy

MODELS 7S Framework - TheSeven Factors are

A set of actions that you start with andmust maintain

StructureHow people and tasks / work areorganised

SystemsAll the processes and information flowsthat link the organisation together

01/20/10 38

7s framework



01/20/10 39

StyleHow managers behave

Staff How you develop managers (current and

future)

Super

ordinate

Goals

Longer-term vision, and all that values

stuff, that shapes the destiny of the orgn.

SkillsDominant attributes or capabilities that

exist in the organisation

7s framework



7s framework of organisations

01/20/10 40



01/20/10 41

7s framework – systems view of performance management



Institutional goal setting

Establishing a vision

Vision: Defines the desired or intended future state

of an organization or enterprise in terms of its

fundamental objective and/or strategic direction.

Vision is a long term view

01/20/10 42



01/20/10 43

Establishing a Mission - Defines the

fundamental purpose of an organization or an

enterprise, why it exists and what it does to

achieve its Vision

Establishing a Goal / Objective - Used

interchangeably - are specific, time bound statements of

intended future results





Institutional goals - established as a result

of strategic planning.

Performance management translates goals to

results in terms of quantity, quality,

timeliness or cost.

Results are the primary products or services

desired from the focus of the PM process

01/20/10 44



Institutional Goal Setting

Specify desired results for the domain

(dept./section..) -- as guidance, focus on

results needed by other domains (e.g., to

internal or external customers)

01/20/10 45



01/20/10 46

The faculty’s results are turning out X no. of

students - "goal setting", when the focus of the PM

is on employees. Goals should be "SMART“ - specific, measurable,

acceptable, r ealistic and t ime-bound

Ensure the domain's desired results directly

contribute to the organization's results





Aligning results with organizational goals - unique aspect of

performance management process - do the employee's results

directly contribute to the results of the organization?

What are organizational goals? How are these achieved? For eg.

do the no. of graduates directly contribute to the desired position

of the university? How?

01/20/10 47




Is there anything else the operator could do, more

productive for this goal? Should a job analysis be

done to verify efficiency?

Weight, or prioritize, the domain's desired results -

80% of faculty time to be spent on teaching b)10%

on research c)10% on Quality improvement

01/20/10 48



01/20/10 49

Identify first-level measures to evaluate if and

how well the domain's desired results were

achieved

Measures provide information to evaluate

accomplishment of results - specified in terms

of quantity, quality, timeliness or cost. You can control only what you can measure




Competencies for institutionaleffectiveness

Adaptive competency - ability to maintain

focus on the external environment meeting

the needs of institutional stake holders.

Adaptive capacity is cultivated through

attention to assessments, collaborating and

networking, and planning

01/20/10 50



01/20/10 51


Leadership competency - ability to set

direction for the university and its resources,

guide activities to follow that direction.

Leadership capacity cultivated through

attention to envisioning, establishing goals,

directing, motivating, making decisions and

solving problems



01/20/10 52

Management competency - ability to ensure

effective and efficient use of resources in the

organization.

Accomplished through careful development

and coordination of resources, including

people (time, expertise), money and facilities






01/20/10 54

Generative competency - ability of the

university to positively change its external

environment.

Exercised by engaging in activities to inform,

educate and persuade policy makers, and

other stakeholders




Industry - Academia - analogy

Inputs – raw graduates (raw material)

Process– academic inputs (material processing)

Output– trained competent graduates (finished product) –

graduates akin to capital goods/ machinery which in turn make

final goods / services for consumption

Consumer – the employer (industry, govt., R&D institutions,

academia), consumer of the product

01/20/10 55





Measuring performance andproductivity

Productivity Gap (or capacity gap) is the difference

between what a university can do and what is

actually done

Low motivation and not working up to potential,

leads to usually large productivity gap

01/20/10 57



01/20/10 58

Desirable to estimate potential to determine

productivity gaps, how large they are and find

ways to close them

Need to add value and contribute to the

overall productivity of individual, a work

group, an organization, and the economy.





EVA (economic value added) used for incentivizing

employees for performance, to drive productivity

Factors influencing productivity - institutional

structure, systems, practices, culture, support

infrastructure, incentives and motivation, professional

expectations and compulsion, coordinated (team) work

01/20/10 59





01/20/10 61

Organizational level performance rolled up at

national level as national level productivity

(GDP)

In academics, need appropriate measures as

the value of outputs are not monetized, but

are knowledge assets whose value realised

over time

Monitoring performance



Why Measuring Fails

Creating Measures Before Gaining Consensus

on Strategic Imperatives, (Results and

Upstream Drivers)

Failure to sufficiently Involve Those Who Will

Use the Measures in its Development

Insufficient Behavioral Commitment to theProcess by Top administration

01/20/10 62



Why Measuring Fails

Failure to Recognize Strategic Score-carding

as a Continuing Process - BSC

Measures That Are Not Strategic , Balanced, or

Easily Implemented

Failure to Link Measures to All Stakeholders

Failure to Sustain Momentum in Implementing

the Measures

01/20/10 63



Concept of Balanced Score Card - BSC

An excellent normalizing tool to assess how in

a balanced manner the institution will be able

to meet multi stakeholder expectations

Encompasses the mission, vision, core values,

critical success factors, objectives, performance

measures, targets and improvement actions.

01/20/10 64



Concept of Balanced Score Card - BSC

Attaches performance achievement values for various

dimensions of performance and arrives at an indexusing weight-ages for each of the dimensions

01/20/10 65



Performance Appraisal system inacademia

Design of PA system (performance review) -

documentation of expected results, standards of

performance, measure of progress toward

achieving results, how well achieved, (examples indicating

achievement ), suggestions to improve performance and

how those suggestions can be followed

01/20/10 66



Nature of task Position

Prof./Asst

.Prof..

Weight

age (W)

Level

achieved

(L)

Score

(S)=W*L

no. of courses taught

PhDs turned out

no. of graduates turned out / passed

no. of Research works undertaken and research papers published

No. of seminars conducted and participants attended

consultancy work undertaken (nos. and value)

books published

new courses floated

project works guided

administrative Works taken up such as placement ??

extension works taken up ??

new products commercialized

formal feedback from students, clients of research projects, seminar

participants, publication reviews, employers of students, formal peer feedback.

01/20/10 67

01/20/10 67

Translation of BSC for performancemanagement



01/20/10 68

PA to be carried out at regular intervals during

performance tracking

Reward for meeting desired standards –

recognition or compensation - letter of

recognition, promotion

Group vs. individual incentives –

collaboration, cooperation, teamwork needs….





For performance not meeting standards, develop or

update and implement a performance development plan

to address gap

Plan to convey how the conclusion on inadequate

performance was made, actions to be taken, by whom

when, when performance will be reviewed again and how

01/20/10 69



Think About This!

1. Management - seeking answers to what, why, who, when,

what if, so what, how to arrive at a coherent view of the

situation, plan for the future, ensuring integration and to

meet stated mission, objectives, goals

2. Is there a definition of vision, mission, objectives / goals,

strategies, action plans, targets, R&R, tasks / WBS, output

definition, output Measurement ….from university to

individual faculty

01/20/10 70



Think About This - Conclusions

Is there clear alignment of vision, mission,.. how this is

done (operational level), is it known to faculty, ACR/ open

appraisal?

What are the R&R (work load) for academics -

teaching, research, consultancy, training, academic

admin., extension, placement, industry liaison….

01/20/10 71




Internal practices/ processes, IT application,

career track for teaching staff, MBO

Agreement on what is academic productivity,

measures, weight-ages, monitoring mechanism,

data collection, analysis, inferences and

sharing…… continuous review of the systembased on shifts in the environment

01/20/10 72




How do you measure one’s output (credit) in

each: Minimum contribution expected,

maximum allowed, how does it link to jobdescription, performance linked incentives,

revenue sharing for research/ consultancy,

Perceived constraints? Any SWOT done?

01/20/10 73



01/20/10 74

University revenue / expenditure pattern,

funding, GoK expectation on performance, any

MOU, any compliances for accreditation /

ranking, students placement, accountability,

external peer review, student/industry/ training

prog. participant / stakeholder feedback




www.staceybarr.com/facilitators/articles.html

Http://www.managementhelp.org/perf_mng/measure/htm

http:/management.energy.gov/documents/BalancedScorecardPerfAndMe

th.pdf

http://www.managementhelp.org/perf_mng/question.htm

http://www.ap- institute.com/Balanced%20scorecard.html

Heart of the Enterprise – Stafford Beer

Brain of the firm – Stafford BeerSocietal Systems – John Warfield

01/20/10 75

Reading material / links

http://www.staceybarr.com/facilitators/articles.html

http://www.managementhelp.org/perf_mng/measure/htm


http://www.ap-institute.com/Balanced%20scorecard.html

http://www.ap-institute.com/Balanced%20scorecard.html


http://www.managementhelp.org/perf_mng/measure/htm

http://www.staceybarr.com/facilitators/articles.html



Thank You !

A trip of thousand miles but begins with a

single step !

- Chinese Proverb

Documents

Productivity and Performance Management for Academia