Higher bar for higher growth

Economic figures cannot be the sole narrator of a nation’s overall growth. The value-adding indicators are health and education – the non-income Human Development Index (HDI). The 2010 Human Development Report too presented that there has been very little correlation between economic growth and improvements in health and education, even after years. And countries with fairly low rank in economic growth have made much progress in the non-income HDI; Cuba and Palau have non-income development similar to the developed nations.

Look at the development index and it has a lot to do with the way things are done. If we measure what we do, we can manage the outcome up to a considerable extent. Superpower United States and Asia’s fastest-moving economy China, both have got their teeth into improving the education system. The ‘No Child Left Behind’ Act – introduced in the George W Bush regime – witnessed bipartisan support and set a “high challenging standard” for students. It also requires the states to provide “highly qualified” teachers. This two-pronged strategy also lays increased accountability on teachers.

China often faces criticism for heavy indoctrination of politics at school level, one of the many issues offsetting its many minor and major educational reforms over the years. According to a UNESCO report, between 1990 to 2000 China experienced the sharpest decline in literacy rates of any E-9 country. Today, its higher education reform, however, talks about relaxation of central control and to give universities autonomy to allow academia an upper hand in functioning of schools. It also plans to quit the dependency on a single test and adopt a thorough assessment of students using multiple tests and factors. Click here to read more...

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Performance is the essential internal engine of an organisation which wants to achieve a notable impact in its sector.

Normally, performance management systems measure what and how of doing a job. However, if we extrapolate it by measuring the potential and the readiness of an individual or plotting individuals on nine-block grid of potential performance without ascertaining its priority or applicability, a lot of management time goes unproductive. Hence, performance programme should be an evolutionary process with elements needing stabilisation.

It is essential for organisations to not only deal with the ‘high performers’ but also with their valued ‘solid citizens’ – the majority of the company’s employees who are not top performers but steady workers who contribute greatly to the overall business. The focus on high performers creates high differentiation on total value preposition. Instead, organisations will have to reward, motivate and engage these ‘solid citizens’ and effectively address poor performance, in order to build a performance-oriented culture.

Finally, if a performance management system needs to run well, organisations should invest in building capabilities of managers to coach and mentor in any kind of performance situations. Though, these days in the Indian industry we tend to create leverage structures and outsource managerial responsibilities, this practice could lead to a situation where managers become incapable of handling pressing demands of being a counsellor/manager/leader. By avoiding a herd instinct, adopting a cohesive approach to performance management aligned to organisations, and avoiding these traps one can improve on the performance culture and create an engaging environment. Click here to read more..

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