HOWARD RISHER<\/a><\/span>[\/et_pb_text][et_pb_text disabled_on=”on|on|” _builder_version=”4.9.0″ text_font=”PT Serif||on||” text_text_color=”#363636″ text_font_size=”16″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” max_width=”140px” module_alignment=”center” custom_margin=”10px||60px|” global_colors_info=”{}”]Howard Risher has 40 years of experience as a consultant and HR executive with clients in every sector.\u00a0He has published frequently in HR journals and websites.\u00a0 He is the author or co-author of six book and a growing list of ebooks. The most recent is\u00a0Building the Workforce Government Needs.\u00a0\u00a0He is associated with Grahall Consulting Partners.<\/i>[\/et_pb_text][\/et_pb_column][et_pb_column type=”2_3″ _builder_version=”3.25″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.11.3″ text_font=”PT Serif||||” text_text_color=”#363636″ text_font_size=”24″ text_line_height=”1.5em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”720px” custom_margin=”0px||0px|” custom_padding=”||0px|||” text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|tablet” global_colors_info=”{}”]<\/p>\nHarvard\u2019s Kennedy School offers a course: \u201cDriving Government Performance\u201d, that is described on the website as:<\/p>\n
\u201cResults, results, results.<\/p>\n
That’s what citizens expect from their public executives … and they expect those results now.<\/p>\n
The program curriculum focuses on goal setting, building operational capabilities, measuring results, and \u201cmotivating individuals and energizing teams.\u201d\u00a0 That\u2019s straight out of textbooks on management.<\/p>\n
Some version of that strategy is reflected in the management of virtually every company and increasingly in the management of hospitals.\u00a0 But in successful organizations, additional elements not common in public agencies are integral to raising and sustaining performance levels.\u00a0 An overriding issue for public agencies is attracting and retaining Gen Z workers with requisite job knowledge and skills.<\/p>\n
Pew Research makes it clear there is a shared consensus on the nation\u2019s most important problems \u2013 the pandemic, health care costs, violent crime, racism, illegal immigration, education, economic recovery, infrastructure, etc.\u00a0 Government has a role to play in addressing each of the problems (assuming the parties can reach an agreement).\u00a0 However, the track record suggests public agencies have not been managed to make a difference; there has been little progress.\u00a0 In fact, with government\u2019s older workforce and the wave of employee resignations affecting employers across the country, government\u2019s readiness could deteriorate.<\/p>\n
A few public employers are ready to tackle the problems but far too many are not.\u00a0 The evidence is clear: experts have been advocating goal setting and the use of metrics for more than three decades.\u00a0 There is extensive literature and lines of consultants anxious to offer advice but the problems are, if anything, seen as more serious today than even a decade ago.<\/p>\n
There are issues beyond what the Kennedy course covers that in combination make it difficult to realize meaningful performance gains in the absence of reform.\u00a0 Change is needed.\u00a0 A quote often attributed to Einstein is relevant: “The definition of insanity is doing the same thing over and over again and expecting different results.”<\/p>\n
It Starts With Leaders<\/h4>\n
One of the often ignored but most important differences is the role of elected officials.\u00a0 In business, CEOs are deeply involved in company management.\u00a0 In contrast, it\u2019s rare to find an elected official at any level who has extensive experience managing in large organizations.\u00a0 Several Presidents served previously as governors which is valuable but that\u2019s not the same as leading a corporation.\u00a0 More typically people run for public office because of an interest in public policy.\u00a0 Many were lawyers.\u00a0 That\u2019s also true of appointees.<\/p>\n
An exception was Bill Haslam, Tennessee\u2019s governor from 2011 to 2019.\u00a0 He worked \u0440\u0430rt-t\u0456m\u0435 in h\u0456\u0455 father\u2019s company as a teenager and went on to become president. \u00a0He left to work for Saks Fifth Avenue and was also on the board of a clothing company.\u00a0 In his tenure as governor, the state made significant economic gains.\u00a0 He also is credited with leading one of the most successful state reform initiatives.<\/p>\n
At the federal level, the Government Accountability Agency (GAO), is a similar success story.\u00a0 From 1998 to 2008 it was led by David Walker who previously served as a partner and global managing director of Arthur Andersen and earlier at Coopers & Lybrand.\u00a0 While at GAO he led a number of transformational reforms within the GAO and in the government that were widely recognized.<\/p>\n
Elected officials who do not have experience in management tend to focus on external, political concerns.\u00a0 Those like Haslam and Walker make internal management issues a higher priority.<\/p>\n
An answer is adding a Chief Management Officer or Chief Operating Officer to the Cabinet, along with an executive in each agency responsible for strategic planning, goal setting and performance reporting throughout the year.\u00a0 They are responsible for keeping the head of their agency apprised of results to date along with any operating problems.\u00a0 They should meet prior to cabinet meetings to track performance.<\/p>\n
Agency heads should be expected to report on progress meeting goals in cabinet meetings.\u00a0 Companies with multiple divisions or operating units hold similar meetings monthly.\u00a0 In meetings with one\u2019s peers its natural to want to confirm one\u2019s competence so there is pressure to show progress in achieving goals.<\/p>\n
The Two Worlds of Performance Management<\/h4>\n
Strategic planning, performance goals, and metrics have been part of the government world for years.\u00a0 Today\u2019s uncertain environment highlights the need for agility: the economy, the political differences, and events like the COVID-19 crisis make it clear that goals are subject to unexpected change. Organizations, public and private, need to be ready to respond quickly to unexpected events.<\/p>\n
Actually, that\u2019s not new; it\u2019s just more obvious today.\u00a0 One difference, and it\u2019s a thread that affects many organizations, is that unexpected events could threaten lives.<\/p>\n
Corporations were first prompted to become more responsive to events by the 1990 recession. To cut costs and become more responsive, many began to delayer — eliminating layers of management.\u00a0 It reduced the time for decisions to rise through the levels of management.\u00a0 They recognized they were too bureaucratic.<\/p>\n
They also delegated decision-making on local issues to lower levels of management.\u00a0 That rides on trust and a willingness to live with mistakes.\u00a0 (The cost of mistakes at the lowest levels is generally low.)<\/p>\n
Delayering triggered an expanded \u2018span of control\u2019 \u2013 the number of employees reporting to a supervisor \u2013 which open the door to increased autonomy and empowerment.\u00a0 Today, in larger companies with national or international operations, it’s common to find employees who rarely meet with their \u2018boss\u2019.\u00a0 Technology makes it possible to monitor performance from a distance.<\/p>\n
Government is different in another significant way \u2013 it\u2019s common in agencies to find two distinct approaches to performance management.\u00a0 At the highest levels, strategy, mission statements, goals, and metrics are the focus; at the front line level, year-end generic, \u2018check the boxes\u2019 appraisal forms are the norm. \u00a0Each has its own literature, research studies, and experts.\u00a0 There is minimal overlap.\u00a0 In a real sense employee performance is unrelated to agency management.<\/p>\n
The federal model goes back decades and for better or worse is reflected in state and local practices.\u00a0 Laws like the 1993 Government Performance and Results Act (GPRA) and the follow-up GPRA Modernization Act of 2010 were at the time seen as best practice.<\/p>\n
The laws are combined with the long history of civil service and the continuation of regulations and practices that are more than a half-century old.\u00a0 In the first half of the 20th-century\u00a0industrial engineers defined performance standards.\u00a0 Employees were told what to do \u2013 expected output was quantified.\u00a0 And that shifts the focus to what is minimally accepted performance.<\/p>\n
Meeting standardized expectations is still common in federal policies.\u00a0 The federal focus continues to be on those who fail \u2013 the \u201cpoor performers\u201d.\u00a0 Outstanding performance gets lip service but has little impact on the way employees are managed. \u00a0Focusing attention on the best performers creates a work environment where achievements and success are celebrated; the best performers are rewarded.<\/p>\n
A House committee used the word \u201crevitalizing\u201d in the title of a hearing on needed actions \u201cto repair, rebuild, and fortify it for the future.\u201d\u00a0 Significantly, among those called to testify, only Jim Sherk, Trump\u2019s labor policy adviser, discussed performance and his focus was dealing with poor performers.<\/p>\n
Rebuilding the federal workforce starting in 2020 has been a topic of congressional hearings, panel discussions, podcasts, and Washington area TV shows.\u00a0 The Biden White House has released several Executive Orders and Memorandum focused on strengthening the workforce.<\/p>\n
A recent National Academy of Public Administration (NAPA) paper includes three recommendations focused on adding talent:\u00a0 Building interest in public service, shifting to more flexible pay and job classification, and reforming the hiring process.\u00a0 The working group also recommended: Improving the quality of managers and supervisors and identifying talent management as a presidential priority.<\/p>\n
But aside from \u201cthe quality of managers\u201d the many reports have been largely silent on two issues that are continually a focus of initiatives in the private sector.\u00a0 First are the workplace attributes highlighted in the research on high-performance organizations and the Great Places to Work \u2013 open communications, trust, collaborative working relationships, etc.\u00a0 Second, the only reference to \u201cperformance\u201d in the NAPA paper is in the statement \u201cpromotion rules that value longevity over expertise and performance.\u201d<\/p>\n
NAPA has produced several reports that focus on the management of performance.\u00a0 One that stands out is, Strengthening Organizational Health and Performance in Government<\/em>. \u00a0However, in their reports, the management of agency performance and employee performance is treated as unconnected problems.\u00a0 That divide is reflected in the federal government by the very separate roles of OMB and OPM.<\/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|||” global_colors_info=”{}”][\/et_pb_section][et_pb_section fb_built=”1″ admin_label=”Section” _builder_version=”3.22″ custom_padding=”0px||0px|” global_colors_info=”{}”][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” global_colors_info=”{}”][et_pb_column type=”2_3″ _builder_version=”3.25″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2021\/10\/2-6.jpeg” title_text=”Businessmen,Are,Analyzing,Graphs,At,The,Desk.” show_bottom_space=”off” force_fullwidth=”on” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” _builder_version=”4.11.3″ custom_margin=”-1px|||||” animation=”off” global_colors_info=”{}”][\/et_pb_image][\/et_pb_column][et_pb_column type=”1_3″ _builder_version=”3.25″ background_color=”#efefe9″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2021\/10\/3-7.jpeg” alt=”video presentation” title_text=”Attractive,Aged,Businesswoman,,Teacher,Or,Mentor,Coach,Speaking,To,Young” show_bottom_space=”off” force_fullwidth=”on” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” _builder_version=”4.11.3″ animation=”off” global_colors_info=”{}”][\/et_pb_image][et_pb_text disabled_on=”off|off|” _builder_version=”4.11.3″ 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=”5.7%|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” global_colors_info=”{}”]<\/p>\n
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Research as well as our personal experience as parents tells us desired new behaviors are more likely to succeed when change is reinforced.<\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\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” global_colors_info=”{}”]HOWARD RISHER[\/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” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”3.25″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.11.3″ 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” text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|tablet” global_colors_info=”{}”]<\/p>\n
Investing in Managers<\/h4>\n
There was a time in the distant past era when the job of \u2018manager\u2019 was relatively simple.\u00a0 They told subordinates what to do and made sure they did it.\u00a0 Seniority was the basis for naming new supervisors.\u00a0 Manager training was limited, focused on company policies and the requirements of laws like the Fair Labor Standards Act. \u00a0It’s been said that the practice means the organization loses a good technician or craft worker and gets a poor supervisor.<\/p>\n
In the years after World War II, pent-up consumer demand fueled exceptionally strong economic growth.\u00a0 With the rapid growth, large organizations emerged; owners\/managers were replaced by a cadre of professional executives trained in business schools.\u00a0 Growth continued, with brief downturns, to the 1990 recession.\u00a0 In the decade, personal computers and cell phones came into common use, enabling managers to monitor results from a distance.\u00a0 Knowledge jobs emerged.\u00a0 The pandemic and working remotely is the latest development.\u00a0 The changes in the work management paradigm have been revolutionary.\u00a0<\/p>\n
Two decades ago, Gallup started promoting the importance of employee engagement and its impact on performance.\u00a0 While Gallup has gotten the attention, a number of researchers have confirmed the linkage between employee engagement and their performance.<\/p>\n
Their research also confirmed the old adage, \u201cpeople quit their bosses, not their jobs.\u201d\u00a0 In government a dissatisfied employee may be reluctant to quit \u2013 walking away from accrued benefits is costly \u2013 but they can and sometimes do resign on the job.\u00a0 That\u2019s actually more costly than a resignation since their discontent affects other employees.<\/p>\n
Gallup\u2019s studies show managers and their approach to supervision account for 70% of the variance in employee engagement.\u00a0 Their analyses show the level of engagement is correlated with several performance metrics \u2013 absenteeism, turnover, accidents, mistakes, etc — associated with operating costs.\u00a0 To quote from a recent Gallup post, \u201cIn nearly every dimension of business success, the manager makes the difference.\u00a0 From diversity and inclusion to productivity and retention, the manager plays a singular role in the life of an employee\u201d and is the single most influential factor in their performance.<\/p>\n
That post, \u20188 Behaviors of the World\u2019s Best Managers\u201d, focuses on what managers should do to develop highly engaged work teams.\u00a0<\/p>\n
It needs to be emphasized that raising performance levels requires change.\u00a0 It\u2019s the Einstein quote.\u00a0 Investing in managers to develop the supervisory practices associated with high performance will pay off with better results.\u00a0<\/p>\n
All the evidence suggests far too many government managers rely on an approach to supervision that is not appreciably different than it was decades ago.\u00a0 Unless there is a reason to change, managers perpetuate the supervisor style learned through their experience.\u00a0 Evidence from other sectors makes it very clear performance cannot be improved as long as the work experience and the approach to supervision are unchanged. \u00a0That\u2019s the key to improving performance.<\/p>\n
It\u2019s likely the optimal supervisory practices vary from agency to agency.\u00a0 There are to be sure common cultural characteristics across all levels of government but effective supervision in agencies as diverse as a prison system, a banking department, and a public health department have to require somewhat different supervisory behaviors.\u00a0 An analytics study based on employee survey responses would identify the differences.\u00a0 Analytics could also identify clusters or archetypes of manager styles.<\/p>\n
Then agencies would have the information to develop manager training programs, develop more focused appraisal instruments, and use coaches to work with managers needing improvement.\u00a0 Coaches played an important role in Tennessee\u2019s reform.<\/p>\n
Research, as well as our personal experience as parents, tells us desired new behaviors are more likely to succeed when change is reinforced. \u00a0The promise of rewards for success is deeply entrenched in other sectors. \u00a0Pay for performance for managers is effectively universal.\u00a0 That is a proven strategy to improve results.\u00a0 Moving to a pay-for-performance policy for managers was important in Tennessee.<\/p>\n
To reiterate, when the goal is to improve performance, change is essential.\u00a0 Unfortunately, resistance to change is natural, especially when it could affect ones status or sense of security.\u00a0 That\u2019s especially true for older workers.\u00a0 Many public employers have the added barrier \u2013 unions where leaders look to older workers for support.<\/p>\n
The dilemma is that young, Gen Z workers look for a very different work environment.\u00a0 (See, for example, the Gallup column, \u201c4 Things Gen Z and Millennials Expect From Their Workplace\u201d.)\u00a0 Realistically, the management philosophy common for decades is quite different and needs to change.<\/p>\n
An Additional Step:\u00a0 Replace Traditional Job Descriptions<\/h4>\n
Public employers have files of hard copy documenting jobs and assigned tasks that would require yards of shelf space.\u00a0 There was a time not too many years ago when personnel offices had specialists who focused on developing job descriptions and classifying jobs.\u00a0 Then jobs were more or less static for years.\u00a0 Today that\u2019s a cost that\u2019s hard to justify.\u00a0 The pandemic made that all too apparent.<\/p>\n
Today the work environment is rarely static.\u00a0 Ever-changing circumstances mean jobs and performance expectations need to be reconsidered as the year unfolds. \u00a0The rapid shift to working remotely highlights the need to be ready for change. \u00a0In business, the focus in planning is improving results so it’s much more common for managers and their people to discuss how external developments affect goals and expectations.\u00a0<\/p>\n
Assuming agencies want to improve performance \u2013 that\u2019s discussed in reports but not supported by the evidence — it would be far more productive to shift to the widely used goal-based management, with managers and their people discussing and agreeing on expected accomplishments.\u00a0 Employees work at their best when they are empowered and know what they need to accomplish.\u00a0<\/p>\n
When someone is asked about their job, they can describe what they do in a minute or two.\u00a0 Similar brief descriptions are used in salary surveys.\u00a0 Traditional job descriptions can take weeks and months to be approved, especially with multiple incumbent jobs.\u00a0 The practice is hard to justify.<\/p>\n
Descriptions should include a statement summarizing how the incumbent contributes to team, unit, or agency success, metrics relevant to evaluating performance, the knowledge and competencies associated with good performance, career paths, reporting relationships, and working relationships with co-workers and other units.\u00a0 That information is relevant to all stages of talent management.<\/p>\n
The Goal: Creating a Performance Culture<\/h4>\n
Business planning focuses on growth and profitability.\u00a0 Those cascading goals depicted in textbooks always end with the bottom line.\u00a0 Managers and employees can see how their efforts contribute. Competition also feeds the shared commitment to achieving goals.\u00a0 Management incentive plans link everyone to company performance.\u00a0 At lower levels, team incentives do the same thing.<\/p>\n
In the past, it was argued that \u201cit\u2019s the paycheck that counts\u201d.\u00a0 Today of course millions of employees are resigning.\u00a0 That makes it clear today\u2019s employees want something more.<\/p>\n
Government should have an advantage.\u00a0 A McKinsey podcast from June, \u201cThe Search for Purpose at Work\u201d, captured the value of a job that provides \u201ca sense of direction, intention, and understanding that the contribution you\u2019re making is going somewhere reason for going to a job each day.\u201d\u00a0 From the transcript, purpose \u201cusually speaks to higher values or a higher mission.\u201d\u00a0 That describes government service.<\/p>\n
Agency performance goals and metrics have been used in agency management for roughly three decades.\u00a0 A 2004 GAO report made a key point, \u201cGPRA Has Established a Solid Foundation for Achieving Greater Results\u201d.\u00a0 Metrics enable everyone to monitor progress.\u00a0 Metrics can also be used to compare progress across agencies.\u00a0 But the data needs to be shared; leaders need to emphasize the goal of realizing gains.\u00a0 When linked to an agency\u2019s \u201cpurpose\u201d, it feeds employee desire to contribute.\u00a0 Then cascading goals can work for government.<\/p>\n
However, a key point in the GAO report is that managers agreed they are \u201caccountable\u201d, but a significantly lower percentage agreed they have the \u201cdecision-making authority needed to help the agency accomplish its strategic goals.\u201d\u00a0 Moreover, fewer than half \u201creported receiving relevant training\u201d or a \u201cpositive recognition for helping agencies achieve results.\u201d \u00a0That needs to change.<\/p>\n
That reality represents one of the most important differences when government practices are compared with \u2018best practices\u2019 in the private sector.\u00a0 Empowering managers is basic.\u00a0 They are the often overlooked keys. \u00a0Tennessee proved investing in managers pays off.\u00a0 Add to that occasions to recognize team and individual accomplishments and agencies should realize significant performance gains.\u00a0 Everyone wins.<\/p>\n
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