Productivity at the Federal Level
Yesterday brought news from GovernmentExecutive.com that Accenture has prepared a report on how federal agencies must adjust their personnel practices "as they tackle staff shortages, seek to increase job satisfaction and forge stronger links between policy and practice..."The report, written by Greg Parston, director of the Accenture Institute for Public Service Value, recommends a standard change process for undertaking workforce transformation — build a vision for change, design the new workforce, plan the transformation, implement the transformation, track progress and opportunities for improvement.
A more government-specific and interesting recommendation is for federal managers to avoid fooling themselves that, in response to time and budget constraints, they can skip steps in the change process without seriously compromising the outcome of their transformation efforts.
Also interesting is Parson's stance on pay for performance, currently a touchstone of civil service reform at the federal level:
What we've become skewed by is what we see as the benefit — what we get for good performance, and we haven't taken a look at what happens when there's no performance. And it doesn't mean just no pay raise.In other words, in line with fair-minded HR professionals in the private sector, Parsons argues for making it clear to poor performers that either they must improve their job performance (with appropriate development support), or they can expect to be fired.
Labels: Employee performance management, Management practices, Productivity
posted by Karen Nelson @ 11:48 PM
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