The Barriers to Improved Performance<\/strong><\/p>\nGovernment\u2019s performance problems date to the time when civil service systems were created.\u00a0 In the era when those systems were adopted, the best management thinking was based on the work of Frederick Taylor and \u2018scientific management\u2019.\u00a0 Work was largely manual and performance standards were determined by industrial engineers with their stop watches.\u00a0 They determined a job\u2019s expected daily or hourly production along with the idea that an employee had to produce at least the minimum output \u2013 or be fired.<\/p>\n
Today civil service practices continue to reflect that reality.\u00a0 At a recent Congressional subcommittee hearing to \u201cRevitalize the Federal Workforce,\u201d the discussion returned repeatedly to President Trump\u2019s 2018 executive order making it easier to fire \u201cpoor performers.\u201d\u00a0 Every organization has employees who need to improve their performance but only in government would the problem be discussed in a meeting to \u201crevitalize\u201d the workforce.\u00a0<\/p>\n
A related problem, rigid performance management practices, was highlighted in the Foreword to the new report from the National Academy of Public Administration, \u201cElevating Human Capital: Reframing the U.S. Office of Personnel Management\u2019s Leadership Imperative\u201d.<\/p>\n
\u201cThe public sector\u2019s inability to respond quickly and flexibly to the ever-growing challenges and demands confronting government shaped the burning platform for this initiative. If the nation is to address critical issues successfully . . . government must improve its operations to tackle problems in new ways and, importantly, earn the public\u2019s trust.\u201d<\/p>\n
\u201c. . . As government is increasingly called upon to address complex and interconnected \u201cwicked problems,\u201d the need for leaders, managers, technical experts, and front-line workers in the right jobs, with the right skills, at the right time has never been greater. Unfortunately, federal (and state\/local) government struggles today to build a public service workforce that can meet the unique demands of our time. It is limited by rigid and outdated hiring, pay, and performance policies and practices.\u201d<\/p>\n
Those rigid practices are a barrier to improved performance.\u00a0 Rigid practices may make sense for manual jobs in manufacturing or for \u2018paper processing\u2019 office jobs.\u00a0 However, in organizations expected to respond to unexpected or complex problems, rigid practices are a barrier to responding effectively.\u00a0 They also deny employees opportunities to use their capabilities fully.<\/p>\n
An added problem is that public agencies generally rely on two separate performance management systems.\u00a0 One focuses on agency mission and goals, metrics, and high level strategy; the second focuses on employee performance.\u00a0 Employee performance is in HR\u2019s domain and is administered without obvious ties to agency performance.\u00a0 In business, managers and employees are linked to their employer\u2019s goals by group incentives and MBO performance plans.<\/p>\n
All the evidence confirms a key point:\u00a0 If the traditional practices are not reconsidered, government will be unable to realize meaningful performance gains.\u00a0 The headline phrases \u2018agile organization\u2019 and \u2018organizational health\u2019 both emphasize the importance of quick responses, readiness to try new approaches, and a shared focus on achieving mission and goals. \u00a0For meaningful performance gains, employees need to be empowered to address problems as they emerge.\u00a0<\/p>\n
A proven solution is relying on task forces to define problems and possible solutions.\u00a0 Employees understand the issues affecting their performance better than anyone.\u00a0 The teams can be permanent to drive continuous improvement or temporary as new problems emerge.<\/p>\n
[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”3.22″ background_color=”#f7f7f4″ custom_margin=”-641px|||||” custom_padding=”0px||0px|||”][\/et_pb_section][et_pb_section fb_built=”1″ admin_label=”Section” _builder_version=”3.22″ custom_padding=”0px||0px|”][et_pb_row column_structure=”2_3,1_3″ use_custom_gutter=”on” gutter_width=”1″ make_equal=”on” column_padding_mobile=”on” module_class=” et_pb_row_fullwidth” _builder_version=”3.25″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” width=”100%” width_tablet=”100%” width_phone=”” width_last_edited=”on|desktop” max_width=”100%” max_width_tablet=”100%” max_width_phone=”” max_width_last_edited=”on|desktop” custom_padding=”0px||0px|” make_fullwidth=”on” custom_width_px=”680px”][et_pb_column type=”2_3″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2021\/04\/2.jpeg” title_text=”2″ show_bottom_space=”off” force_fullwidth=”on” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” _builder_version=”4.9.0″ custom_margin=”-1px|||||” animation=”off”][\/et_pb_image][\/et_pb_column][et_pb_column type=”1_3″ _builder_version=”3.25″ background_color=”#efefe9″ custom_padding=”|||” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2021\/04\/3.jpeg” alt=”video presentation” title_text=”3″ show_bottom_space=”off” force_fullwidth=”on” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” _builder_version=”4.9.0″ animation=”off”][\/et_pb_image][et_pb_text disabled_on=”off|off|” _builder_version=”4.9.0″ text_font=”PT Serif||||” text_text_color=”#818178″ text_font_size=”24″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” module_alignment=”center” custom_margin=”20%|10%||10%” custom_margin_tablet=”|10%||10%” custom_margin_phone=”” custom_margin_last_edited=”on|desktop” text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|phone”]<\/p>\n
Too often in discussions of government performance, the phrase, \u201cdoing more with less\u201d, is quoted by someone.\u00a0 But that is hardly relevant after the past year.\u00a0<\/p>\n
[\/et_pb_text][et_pb_text _builder_version=”4.4.6″ text_font=”PT Sans|on|||” text_text_color=”#888888″ text_font_size=”12″ text_letter_spacing=”2px” text_line_height=”1.2em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” module_alignment=”center” custom_margin=”20px||20%|” custom_margin_tablet=”20px|||” custom_margin_phone=”” custom_margin_last_edited=”on|tablet”]HOWARD RISHER
\n[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row use_custom_gutter=”on” gutter_width=”4″ column_padding_mobile=”on” custom_padding_last_edited=”on|tablet” admin_label=”row” _builder_version=”3.25″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”1200px” custom_padding=”0px||0px|” custom_padding_tablet=”0px|||” custom_padding_phone=”” use_custom_width=”on” custom_width_px=”1200px”][et_pb_column type=”4_4″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.9.0″ text_font=”PT Serif||||” text_text_color=”#363636″ text_font_size=”20″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” custom_margin=”19px||0px|||” custom_margin_tablet=”40px||0px|” custom_margin_phone=”” custom_margin_last_edited=”on|tablet” hover_enabled=”0″ text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|tablet” sticky_enabled=”0″]<\/p>\n
It Starts With Government\u2019s Purpose<\/strong><\/p>\nThe best source to understand the importance of purpose is a 2010 book The Why of Work<\/em>, by the highly regarded organization consultant, David Ulrich and his psychologist wife, Wendy Ulrich.\u00a0 They explain why it\u2019s important to emphasize purpose:<\/p>\nOn an individual level, people who understand their job’s wider purpose are happier, more engaged, and more creative.\u00a0 And, from an organizational perspective, when employees see how their roles fit with the company’s goals, staff turnover goes down and productivity rises.\u00a0 People work harder, use their initiative, and make sensible decisions about their work.\u00a0 Everyone, from the CEO to customers, feels the positive effects.\u201d<\/p>\n
Employees who are emotionally engaged, have requisite skills, and are empowered to make job-related decisions may make occasional mistakes but they are assets, not performance problems. \u00a0Investing in employees and in improving their work experience pays off.<\/p>\n
The importance of purpose is clear in the scenes of hospital staff saying goodbye to patients treated successfully for COVID.\u00a0 The satisfaction from the accomplishments of public employees is frequently displayed in movies and TV shows.\u00a0 For empowered employees, the challenge of tackling problems and the anticipated gratification of success contributes to better performance.<\/p>\n
High performing organizations celebrate achievements throughout the year.\u00a0 It builds collaboration and esprit de corps, contributing to better performance.\u00a0 Employees take pride in being members of a winning team.\u00a0 As a guess, everyone involved in producing and distributing the COVID-19 vaccines feels good about what they accomplished.<\/p>\n
It does not have to be limited to major accomplishments.\u00a0 There is a saying in healthcare, \u201cOne patient at a time.\u201d Everyone involved \u2018wins\u2019.\u00a0 That has to be true each day at COVID vaccination sites.<\/p>\n
The lesson from high performance organizations is to emphasize in communications an agency\u2019s purpose, its progress in achieving goals, and the ongoing accomplishments of the agency\u2019s staff.\u00a0 Again, \u201cpeople who understand their job’s wider purpose are happier, more engaged, and more creative.\u201d<\/p>\n
The New Performance Management Model<\/strong><\/p>\nGovernment\u2019s problems with employee performance are not unique.\u00a0 A 2019 survey of HR leaders by Gartner found 81 percent were experimenting with different ideas for improving performance management.\u00a0 Only 18 percent agreed performance management was \u201cachieving its primary objective \u2013 improving performance.\u201d<\/p>\n
Today those percentages would likely be lower.\u00a0 Working remotely has severely diminished a supervisor\u2019s ability to monitor or coach subordinate performance.\u00a0 The separation highlights the new reality of empowerment.\u00a0 The new working relationships make it important to reconsider the practices used to manage performance.<\/p>\n
The arguments for rethinking performance practices focus on three issues:<\/p>\n
\n- The most important is the new emphasis on coaching and ongoing discussions to improve employee performance. The change in role for managers requires different skills.\u00a0 That makes investing in training to develop those new skills essential.\u00a0 Managers play a vital role in sustaining employment engagement.<\/li>\n
- Second, there is recognition that many individuals are affected by an employee\u2019s performance. Now in assessing performance managers can rely on 360 degree feedback that includes co-workers, subordinates. and customers.<\/li>\n
- Third, in government performance ratings are badly inflated. With the renewed focus on equity and fairness, employers are looking for ways to validate ratings.\u00a0 Requiring managers to explain at least the high and low ratings in meetings with peers is another strategy.<\/li>\n<\/ul>\n
Employers need to recognize both their best and their worst performers.\u00a0 Unfortunately, the historical focus on poor performers defines the context for many public employers.\u00a0 Employees do not decide to be poor performers.\u00a0 Ineffective supervision is often the reason.\u00a0 Inadequate training is another.\u00a0 Bias or discrimination is also possible.\u00a0 The root causes need to be understood and addressed early.<\/p>\n
The best performers should get far more attention.\u00a0 Studies show the best perform appreciably better than the norm.\u00a0 They stand out and consistently exceed expectations.\u00a0 They look for opportunities to learn and grow.\u00a0 They need to be empowered to address operational problems.\u00a0 Their value should not go unrecognized.<\/p>\n
The overwhelming majority \u2013 70 to 80 percent \u2013 are performing satisfactorily.<\/p>\n
But government has made a mistake in its approach to managing employee performance \u2013 it\u2019s the failure to recognize the importance of team or group collaboration.\u00a0 Teamwork and collaboration are essential for improved performance.<\/p>\n
Promoting Collaboration and Group\/Team Accomplishments<\/strong><\/p>\nA prominent difference between the public and private sectors is the business reliance on financial rewards.\u00a0 Today the phrase \u2018pay-for-performance\u2019 encompasses both merit salary increases and cash incentives.\u00a0 The typical company relies on both along with one-off bonuses to recognize accomplishments throughout the year.\u00a0 The practices are effectively universal.<\/p>\n
A key point is important \u2013 business incentives (with the exception of sales incentives) are based on team or group performance.\u00a0 Today, management incentive plans link payouts to a company\u2019s financial results balanced with success in achieving additional goals like increased customer satisfaction or growth in market share.\u00a0 The cash payments are an integral component io the compensation package and made annually to all executives and managers. \u00a0They all feel they are \u201cpart of the team.\u201d<\/p>\n
At lower levels so-called gain sharing plans introduced in the 1930s linked payouts to increased efficiency and reduced costs.\u00a0 Those plans evolved into today\u2019s goal sharing plans which reward team members for achieving goals.\u00a0 Planned payouts can be modest \u2013 5% of base pay or so \u2013 but a key is the \u2018formula\u2019 for determining awards.\u00a0 Each goal is weighted to reflect its relative importance, and defined at three levels \u2013 expected, minimum acceptable, and outstanding.\u00a0 That provides the \u2018equation\u2019 for calculating payouts.<\/p>\n
Denver introduced a version of gain sharing in 2011, Peak Performance, with cash payouts linked to process improvement.\u00a0 In an interview the Mayor stated the goal is \u201cto make government fun, innovative and empowering.\u201d\u00a0 Employees were encouraged to develop proposals to improve results.\u00a0 This is not to discourage similar initiatives but the gains from process improvement diminish over time.<\/p>\n
Here is where the metrics are important.\u00a0 One of the experts on measuring government performance, UNC\u2019s David Ammons, has observed that metrics are frequently used for reporting but not for managing operations.\u00a0 They are well suited as the linkage for group incentives focused on improving performance.<\/p>\n
Non-financial rewards are always a possibility.\u00a0 The now classic book, retitled as 1501 Ways to Reward Employees, <\/em>should be read by everyone interested in improving performance.\u00a0 However, government needs broad based change.\u00a0 Non-financial rewards are not suited to reinforcing essential behavior change.<\/p>\nPublic employers are generally not ready for performance-based salary increases.\u00a0 That will require a multi-year investment in training to prepare managers.<\/p>\n
Group incentives can fill the void. \u00a0Keep in mind that consistent with the \u2018gain sharing\u2019 idea, the payouts can be linked to becoming more efficient and saving money.\u00a0 The payouts recognize what a group has accomplished.<\/p>\n
Investing in Talent Management Pays Off<\/strong><\/p>\nGallup\u2019s research shows engaged employees are 23 times more likely than disengaged employees to recommend their organization as a great place to work.\u00a0 They report \u201cfriends and caring colleagues are staples of their organization’s culture. Their coworkers truly feel like family.\u201d \u00a0They are far more likely to use words like “open” and “integrity” to describe their culture. \u00a0In an engaged culture, \u201ccolleagues are there for support and to remove roadblocks, not point out mistakes.\u201d<\/p>\n
However, its far less likely to find truly engaged and committed workers in organizations that continue to rely on traditional, top down management practices.\u00a0 The new work paradigm is not about control, its about enabling employees to make full use of their capabilities.<\/p>\n
Research has shown the potential to improve productivity can exceed 30 to 40 percent.\u00a0 Investing in talent and in creating a better work experience is a strategy that can work in any organization.<\/p>\n
Don Kettl, one of the country\u2019s experts on public management, argues, \u201cThe lack of attention to talent management is one of the truly great challenges of our day. \u00a0We face a host of different problems, from contract management to connecting better with citizens, but we won\u2019t be able to solve them without ensuring we have the right people in the right places with the right skills at the right time.\u201d<\/p>\n
Dr. Risher is developing a book on the theme of this column and plans to include case studies of public agencies that have adopted “best practice” workforce management policies and practices and realized significant performance gains.\u00a0 Those who would like to have their story included can contact him at: h.risher@verizon.net<\/p>\n
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Strategies for Gaining Employee Commitment and Improving Performance - Careers in Government<\/title>\n<meta name=\"description\" content=\"High-performing organizations celebrate achievements throughout the year. It builds collaboration and esprit de corps, contributing to better performance.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.careersingovernment.com\/tools\/gov-talk\/about-gov\/strategies-for-gaining-employee-commitment-and-improving-performance\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Strategies for Gaining Employee Commitment and Improving Performance - Careers in Government\" \/>\n<meta property=\"og:description\" content=\"High-performing organizations celebrate achievements throughout the year. 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