Career Advancement and Performance Management

1. Career Advancement and Performance Management Gary J. Reid Lead Public Sector Management Specialist The World Bank March 28, 2008

2. Core challenges • Personnel management is embedded in performance-focused organizational management practices • Personnel management policies and practices link career prospects to performance: • Make a career an attractive option • Ensure career advancement reliably depends on likely future performance

3. Performance-focused Organizational Management Practices Hierarchy • Policy management process focused on results • Budget process focused on results • Organizational unit management focused on results • Personnel management focused on results

4. Linking Career Prospects to Performance • Make a career an attractive option • Ensure career advancement depends on likely future performance

5. Make a Career an Attractive Option • Rewarding work • Potential for human capital growth • Potential for salary growth commensurate with one’s human capital growth

6. Rewarding work • Complementary inputs • Good management • Clarity of purpose • What immediate tasks are supposed to accomplish is clear • How immediate tasks contribute to organizational performance is clear • Shared purpose • Teamwork is encouraged • Rewards tied to organizational unit performance • Regular, timely feedback • Positive feedback on things well done • Constructive feedback on things not so well done • Supportive management • Transparency and fairness in personnel management actions • Autonomy where appropriate

7. Potential for human capital growth • On-the-job learning • Content • Job-specific knowledge & skills • Organization-specific knowledge & skills • Professional knowledge & skills • Managerial knowledge & skills • Means • Job design • Management practices • Mentoring • Formal training • Job-specific knowledge & skills • Organization-specific knowledge & skills • Professional knowledge & skills • Managerial knowledge & skills

8. Potential for salary growth • Salary composition that concentrates remuneration in human capital-linked elements of remuneration • Salary structure that ensures that competitiveness of remuneration does not deteriorate as human capital increases

9. Career Advancement Depends on Likely Future Performance • Promotions are based on competition • Promotions criteria emphasize human capital and performance • Promotions process gives key interested parties a voice

10. Promotions are based on competition • Internal competition • External competition

11. Promotions criteria emphasize human capital and performance • Human capital • Types • Job-specific knowledge & skills • Organizational knowledge & skills • Professional knowledge & skills • Managerial knowledge & skills • Means • Credentials (degrees, training completed) • Testing • Performance assessments (see below) • Performance • Annual performance appraisal history • References (colleagues, previous supervisors, clients) • Other evidence (e.g., professional awards, candidate’s summary of his/her accomplishments, evidence of initiative by candidate in seeking out opportunities to enhance his/her human capital, etc.)

12. Promotions process gives key interested parties a voice • Immediate superiors • Professional colleagues • Central HRM authorities