The Corporate Mission can only be productively realized and the Corporate Vision effectively accomplished, when the great majority of the people of the organization execute their processes and projects productively in a planned and coordinated way. Managing the people so that they devote themselves, soul and body, to their personal objectives and targets demands not only that their processes be well defined and they avail of the respectively requisite competences and competencies but also that they are recognized as whole personalities with their strengths and weaknesses, as individual souls and spirits with personal concerns, aspirations and ambitions. The people of the organization could and should then be inspired through executive and line managers’ example by their speaking and living genuinely and continuously the Corporate Values. Only then can the whole organization, through its set of common corporate values, its Code of Ethics, be aligned in achieving excellence not only in realizing its Mission and Vision but also in achieving sustainability through continuous evolution through innovation and by celebrating both achievements and failures.
Through systematic 3600 evaluation and critical incident analysis, personal competences and competencies must be managed, gaps between actual and requisite ones identified and personal development plans formulated.
Roles/posts should be allocated based on competence and competency evaluation. The aim should always be in not only achieving the smallest possible gaps between actual and requisite competences and competencies, but also in choosing bridgeable gaps (usually in competence and not in competency).
Assessment centres, regular performance evaluation and critical incident analysis should be used so as to identify gaps between personal actual competences & competencies and process requisite ones and then personal development plans (PDPs) should be formulated and carried out. PDPs should cover in-class training, personal self-study, on-the-job training, coaching and mentoring.
Personal development must be evaluated and PDPs reviewed and revised, where applicable. In case the gap cannot be bridged and is considered unacceptable, the person must be moved to a different suitable post and, whenever that is not feasible, be ‘fired’.
Similar to appointments, promotions should be based on evaluation of personal competences & competencies vis-à-vis the Post requisite ones and the person’s capability and willingness to apply them at the required level in executing the processes/roles allocated to the post to be occupied. Promotion to the level of incompetence should be avoided at all costs, since it is detrimental to both the organization and the individual him/herself. Promotion should never be used as a reward for current post performance!
Performance evaluation for determining emoluments should be kept separate from performance evaluation for development and be based on set target achievement using both hard and soft process performance indicators and corporate values enforcement.
