From the Ask Tom mailbag –
Question:
First of all thank you for your help with understanding Elliott Jaques methodology. I am interested in applying it in one of the banks where I’m working currently.
Could you please advise a practical tool of installing a simple and reliable system of performance appraisal based upon the principle that it is the direct manager who is accountable for the results of his/her subordinates?
There is a good example in Social Power & the CEO of how to arrange personal effectiveness evaluation system of rank and file staff. However it does not say anything about how to evaluate managers.
Response:
The distinguishing factor between most performance appraisals and Jaques personal effectiveness appraisal is that it requires the manager to use judgement in considering all the factors surrounding a team member’s effectiveness. This requires the manager to look at ALL the variables surrounding output, only one of which is the team member’s performance.
Jaques uses the example of concrete pouring. In some companies, a performance appraisal considers only the output, how many yards of concrete were poured during an 8-hour shift. Irrespective of how direct labor shows up to work on time, uses their best effort to locate the truck properly and guide the concrete into the forms, the actual output may have more to do with the moisture content of the mix in the truck. Sometimes, travel time between the mixing plant and the pour site delivers a HOT batch, where the chemical setting up is already occurring before the truck even arrives at the site. Or the moisture content of the sand/rock mix may be too high and creates a slurry mix. All of these variables will have an impact on output in spite of the best efforts of the pouring crew.
A personal effectiveness appraisal requires the manager to take all those factors into account when asking the simple questions – Is the team member as effective as someone in the top half of the role or the bottom half? And in that half, top, middle or bottom?
Now, how to translate that to managerial roles? It’s the same.
The problem with managerial roles, is that we seldom define the work. What is the WORK of a manager?
Most managers receive no guidance related to the WORK of a manager. That is why the role description is so critical. But, most role descriptions are poorly organized, a list of non-sequitur tasks that provide no guidance to priority or objective.
An effective role description takes that list and groups the tasks that go together and separates the tasks that don’t go together. The tasks are now grouped into key areas (Key Result Areas – KRAs). The effective role description now clearly defines the output (goal, objective, accountability) in each KRA. The process is no different for a managerial role, but the KRAs are different and include a different level of work. Here are some typical managerial KRAs found in most managerial roles.
- Team selection
- Production system
- Team training
- Output planning
- Quality control
- Resource coordination (equipment, materials, tools)
- Capital equipment budgets
- Workforce planning
An effective role description will describe the required tasks/activities and state the accountability (output, goal, objective).
With this role description, in each KRA –
Is the manager as effective as someone in the top half of the role or the bottom half? And in that half, top, middle or bottom?
If you would like to receive by email, a template that organizes this review, just Ask Tom. A detailed discussion of KRAs in the role description can be found in Hiring Talent.