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An
employee, who is physically present but is underperforming due
to a lack of inner commitment to his or her job, is one of the
major cost elements in business today. Estimates in the
Netherlands indicate that losses caused by this underperformance
are around 10 billion euros every year. Unfortunately these
costs are unknown to top executives and their personnel i.e.
human resource managers as this “mental absence” phenomenon is
not measured in their organisation and it is not recognized.
Many managers just don’t know that their attitude and actions
contribute to an atmosphere of mistrust and fear, and as a
consequence have a negative effect on labour productivity. Even
worse, they are not aware that they don’t know. It is about time
we realize that the solution to corporate problems is not to be
found in the implementation of cosmetic management concepts,
such as the balanced scorecard, competence management, etc.
Often the results of these traditional concepts prove to be of a
cosmetic nature, superficial and in some instances even lead
towards an opposite result. The absence of some essential
elements is the key to all this. Their approach is often too
fluffy and the human factor is often totally forgotten. In most
cases there is no explicit link with the organisation’s strategy
and the balance between the ambitions of the individual
employees and the ambitions of the company is systematically
neglected. Herein lays the major cause of the countless failures
of improvement operations, balanced scorecard projects and
implementation of competence management. Recent studies show a
failure rate of 75% of all change management projects in the
Netherlands. The earlier mentioned short-sightedness causes many
companies to continue to face a high mental absence rate,
limited staff motivation, low labour productivity, stress and
burn-out syndromes, employees with lots of fear and lack of
self-consciousness, while trust and sense of direction are very
remote. An inquiry in Holland amongst 1660 civil servants,
publicised on 16 December 2004 in the Inland Government
Newspaper (Binnenlands Bestuur) states that 35% of Dutch Civil
Servants does not trust their colleagues’ and 20% does not trust
their superiors. According to a recently publicised report on
performance research in the United Kingdom (source SHL, June
2004), a third (27 per cent) of UK workers believe their
colleagues are incompetent.
True learning is not stimulated in such an atmosphere. A missed
opportunity to create warmth, motivation, pleasure, passion,
heartfelt commitment, and self-direction within companies. And a
cost element management is unaware of.
The earlier mentioned SHL report reported that the value of
management time lost in looking after employees with poor
performance is an estimated £12 billion a year. And the cost
related to the effects and possible damages of this poor
performance were not even taken into consideration. The article
also says: “Whilst companies talk about people being their
biggest asset, it appears they are not taking enough time to
ensure they effectively select and utilise their single most
important factor - their employees. Billions are wasted as
businesses squander the talent and potential of their workforce
and fail to match the right people to the right jobs. Managing
under-performers accounts for 1.6 per cent of total UK GDP.” “UK
businesses waste £1000 for every employee through managing those
who fall below par”. Cost for a FTSE company employing 20,000
employees? £20 million a year through ineffective selection and
management of employees.
Unfortunately this is not a typically English problem. Compared
to the 1.6% of GDP in the UK, the losses in Hong Kong are a
staggering 2.99% with the US loosing 1.05% and Sweden still
0.59%!
Integrity, trust, continuous learning and improvement, key
values of the Total Performance Scorecard approach. An
opportunity to create the before mentioned warmth, motivation,
pleasure, passion, heartfelt commitment, self-direction and
continuous learning and improvement within companies. And avoid
the damages to your financial results as shown in various
researches.
I wrote the book Total Performance Scorecard (TPS) because on
one hand I wanted to comprehend and share with others the
reasons for such a high failure rate of transition projects and
on the other hand because I want to offer new management
concepts, methods and tools to managers that do lead to
sustainable business improvement and changes. This is founded in
my own personal mission: “sharing of knowledge is fun,
especially when this sharing means to make a contribution to the
lives of others”. My aim with TPS is to make companies more
“human”, and make them warmer, make working fun, spell out fear
and make things easier. These are the most important challenges
in the corporate world that we should focus on. Not on hypes and
trendy stories of slick consultants and short-sighted
(HR) managers.
It is about time that top executives start realizing that their
thinking and actions need changing, by stimulating within their
companies an attitude aimed at fun, warmth, working smarter and
free of fear. It is also about time that Human Resource officers
and personnel managers start realizing that the solution to many
problems also lies in balancing work and private affairs of
employees and the matching of their personal with the
organisation’s ambitions. This will create an atmosphere of open
communication, cast away fear from the work floor and brings
back pleasure in work. Too easily trendy Harvard Business School
models are followed without a second thought and forced upon
employees, saying: “From now on we’ll do things this way!” And
then people are left, struggling. Are you surprised that the
performance of many companies stays behind as a consequence of
this? In the past months I had the opportunity to present TPS in
15 different countries and all have these same problems.
It is the ethical duty of top executives and human resource
managers around the world to give something back to the society
that they are part of. That is why they need to focus as from
now on stimulating an attitude and culture in their companies,
aimed at the continuous improvement and development of talent,
individual and collective learning, action oriented managers,
everyone taking responsibility and acting ethically. Employees
also have the ethical duty and responsibility to develop
themselves, work smarter and become more proactive. Through TPS
I also want to give the corporate world an opportunity to regain
morale and reduce this enormous gap that exists today between
the way people treat their colleagues at work and their friends
and family in their private lives. Because this is also the
solution for the problems of today and tomorrow. My aim is to
cast away fear within companies, improve management of talent,
make managers more action oriented and make companies more
human, more caring and warmer.
Dr. Hubert Rampersad
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TIME SCHEDULE
Two-Day workshop
TOTAL PERFORMANCE SCORECARD
Day-One
08.30 – 09.00
: Registration & Welcoming Drink
09.00 – 09.15
: Opening Speech
09.15 – 10.30
: -
Total Performance Scorecard
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Personal Balanced Scorecard
10.30 – 10.45
: Coffee Break
10.45 – 12.00
:
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Implementing
the Personal Balanced Scorecard
12.00 – 13.00
: Lunch
13.00 – 15.00
: -
Formulate your own
Personal Balanced Scorecard
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Aligning Personal Ambition and
Behavior; Personal integrity
15.00
– 15.15 : Coffee Break
15.15 – 17.00
: -
Organizational
Balanced Scorecard
- Execute
the customer satisfaction quick scan for your organization
- A business case
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Homework
Day-Two
08.30 –
09.00 : Welcoming Drink
09.00 – 10.30 :
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Aligning Personal and Organizational Ambitions; The Ambition
meeting
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Rollout of The BSC on
All Organizational Levels
10.30 – 10.45
: Coffee Break
10.45 – 12.00
: -
Effective Talent Management
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Process Management
12.00 – 13.00
: Lunch
13.00 – 15.00
:
-
Strategies to
Increase The Organizational Learning Ability
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Execute the knowledge management quick scan for your
organization
15.00 – 15.15
: Coffee Break
15.15 – 17.00
: -
How to Stimulate Effective Teamwork
and Leadership
-
How to Manage Change
Certificate presentation
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