ACase of Performance Improvement in
Trinidad and Tobago
Global Strategies for Sustainability
Presenter’s Earl A. Harewood,...
Planned agenda
Performance for what.
Thinking for performance.
Assessing capacity.
What are the 10 most important challeng...
Performance improvement for
what?Best-in-class status.
Maintain certification, accreditation or license.
Maintain or incre...
Thinking of performance improvement ….
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
4
How
much is
really
neede...
Capacity Assessment
What is the relatedness of productivity and
performance?
What is performance potentiality?
To what do ...
What are the challenges?
Organizational and national challenges
World Economic Forum’s Global Competitiveness
Report 2011-2012 identified:
Lack sop...
Labour productivity (averages,annualgrowthrate)
1992-2000 2000-2008 2009 2010
GDP per person engaged 3% 5% 0% 1%
GDP per h...
Operational context
Interconnected-boarder-less-global operational
environment.
Long periods of dealing with sluggish
inte...
Generational differences
0
5
10
15
20
25
15-19 20-24 30-34 35-39
Population %
2010 unemployment
2011 unemployment
HRMATT’s...
Colonial practices and challenges
New policies, practices, behaviors and
infrastructure do not reflect the unique attribut...
Intellectual capital challenges
The nation is stalled by the information
procession model of teaching and learning.
Less t...
Workforce challenge
Highly skilled workers are in short supply.
Available workers lack the
credentials, attitudes, work ha...
Innovation and creativity
challengeTechnology drives everything fast – many of
today's tools will become tomorrow trash.
W...
Sociopolitical challenge
Political fights that create us against them
persist long after the last elections.
Police-citize...
Leadership challenge
Sharing and delegating decision-making tasks
and authority is not well practiced.
Accountability syst...
Workplace dysfunctions
Workers bring everything about them to the
workplace.
Leaders must know themselves and those they
i...
Performance improvement Global positioning
Winning strategy
Startwith
Resultsleadsto
Goals setting
Which must be
Monitored...
Pre-evaluation requirements
Leaders have a responsibility for blending
plant, people and strategy to enhance
organizationa...
Evaluation skill requirements (B)
Perform timely evaluation of workers’
performance and develop an individualized
plan for...
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 21
It’s
a
Balancing act
What are the trade offs?
Leadership solution
Bold leadership is needed by leaders must be
aware of their own leadership philosophy and
where it ori...
Collective practices
Research has shown that organizational
knowledge creation is key to improving
organizational performa...
Feedback for what?
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
24
Do you
really mean
that?
Human relation skill requirements
Self-assess, be self-aware, be able to self-
regulate ones own behaviour and engage in
r...
Ethic and performance
improvementCommitting to ethical, legal and operational
standards of the respective industry and
pro...
Managing workers’ dysfunctions
Although workers’ behavior vary, sometimes
some bahaviours can seriously affect the Esprit
...
3 Things you can start doing
tomorrow
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 28
1. Uptake of knowledge-s...
Summary (A)
Leaders must seriously invest in their own
personal and professional development and
that of those who report ...
Summary (B)
Leaders today will need to be more involved in
looking at the performance, not only of their
efforts or that o...
Wrap-up
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
31
Contact Info for Earl A.
Harewood
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 32
Phone: (868) 779-3535
E-mail...
Leading ethically
Strive for excellence and expect the same from
those they manage.
Do the right thing regardless of who i...
Managing generational
differencesEach generation group has its own unique ways
of looking and responding to the world arou...
References
Schilling, L., Dearing, J. W., Staley, P., Harvey, P., Fahey, L., & Kuruppu, F. (2011). Kaiser
Permanente's per...
The Case of Performance improvement in Trinidad and Tobago - Global Strategies for Sustainability - HRMATT
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The Case of Performance improvement in Trinidad and Tobago - Global Strategies for Sustainability - HRMATT

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Dr. Earl Harewood currently lectures for Edinburgh’s Herriot-Watt University/Australian Institute of Business/School of Higher Education. He performs the same role for the Australian Institute of Business/School of Higher Education Teaching and Learning Association Liaisons to Trinidad. He teaches corporate ethics and corporate social responsibility and has taught social and organizational change and organizational culture.
Harewood earned his MBA in Organizational Change and Development from Regent University in 2003. He earned an MS in Organizational Counselling in 2008 from The Johns Hopkins University and his PhD in Human Resource Development from the University of Minnesota - Twin Cities.

Presentation Summary - Leading Performance Improvement in T&T: Global Strategies for Sustainability
Whether performance is where it needs to be or not in Trinidad and Tobago, one will never know as forecasting, planning, benchmark, international practice accreditation and pointed industry research is seldom practiced. What this means is that there is more reacting because when situations surface there is no clear plan to address them. Added to this, investment in targeted training and development activities are few so many persons’ exposure to new systems, practices, processes and techniques are almost non-existent so innovation never
happens and new products, services and ideas never emerge. Subsequently, if there is to be improved performance, there is greater need to understand the socio-historical barriers to encouraging creative problem solving, idea sharing and promotion of innovative practices that will lead to new and improved products, services, standards and people practices suitable
for launching the nation into the 22nd century competitively placed for global competition. This will take more intentional approaches to leading innovative performance improvement initiatives which will require human resources and other leaders to fully develop the eight competencies we will discuss during the presentation.

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  • Data is important in any performance improvement endeavor, but persons must be careful to identify the specific pieces of data needed and where to get them and who is responsible for getting such data. As well, it important to organize the data so that is useable cross-functionally, for multiple periods.Information tells important stories so it is important for those involved in performance improvement to decided the kinds of stories they want to craft or that is already crafted and gather the data to tell that story wonderfully. Therefore, volume of information must be such that it is adequate to convey the performance challenge so that the correct kind of interventions can be crafted.
  • We can think of performance in terms of inputs, process and outputs as well as the feedback processes…. These lead to productivity (levels of it)“Productivity is a relationship between outputs and inputs.Self-assessment is necessary in any kind of performance improvement endeavor so as to identify existing capacity relative to needed capacity to perform the assessment (Gap analysis)
  • (Trinidad and Tobago Chamber of Industry and Commerce, 2013). All of these impediment are connected to the idea of national productivity and therefore to national prosperity.  
  • There are many issues beyond age that divide the generations. Much of these are derivatives of the invasiveness of technology and the insidious globalization trends that are creating all kind of diversity challenges. Those who manage performance must be intentional in knowing about these trends and factoring them in their decision-making with care.
  • There is a disconnected between the knowledge, skills, abilities and attitudes needed to shape a globally competitive workforce. As well, planning for the right kinds of workers to meet the demands of industry needs are not happening, thus leading to shortages in critical areas, mainly the healthcare and high tech industries. Similarly, those in leadership seem ill-informed about the connectedness of the global markers and TT placement in the web of confusion globalization presents. In the same vain, workplace violence run rampant and some attribute this to culture when in fact it has all kind of psychological effect on people that are affecting their functioning in the workplace. In some instances, it the pressure from the toxic interaction that fuel fight among workers, management and unions. Much of this kind of engagement are derivative of the socialization received from educational training, religion, parents, and perpetual dehumanizing treatment by dysfunctional leaders.
  • When we think about performance improvement , the most important question should be performance for what? The answer to this question will shape the strategies employed whether these are individual, organizational, national or global focused. It really does not matter the objectives to be attained so much than the strategies used to accomplished these so it is important to evaluate to see if these strategies were best ones to accomplish the stated objective (s). It is important to return to the specific areas needing improvement to see if there has been a shift in the bahaviours, outcomes, etc. It is this linking of goals with outcomes, with strategies and reasons for performance improvement that provide important information as to whether you are heading in the right direction or not.
  • How many time we ask for feedback, but we don’t really need it. All it is to say that we appreciate employee feedback, but the intend to do nothing with it
  • The Case of Performance improvement in Trinidad and Tobago - Global Strategies for Sustainability - HRMATT

    1. 1. ACase of Performance Improvement in Trinidad and Tobago Global Strategies for Sustainability Presenter’s Earl A. Harewood, MBA, PhD HRMATT’s 9th Biennial Conference Hilton Trinidad & Conference Center Monday, May 13, 2013
    2. 2. Planned agenda Performance for what. Thinking for performance. Assessing capacity. What are the 10 most important challenges. Performance for what? Pre-evaluation requirements. Evaluation skill requirements. Six most important solution for change in performance. 3 things you can start doing tomorrow. Summary. Wrap-up, Q & A and extras. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 2
    3. 3. Performance improvement for what?Best-in-class status. Maintain certification, accreditation or license. Maintain or increase production capacity. Bring activities into alignment with organization’s goals and objectives for both the short and long- run periods. Innovation for future positioning in a global borderless economy. Change (from what to what?). HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 3
    4. 4. Thinking of performance improvement …. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 4 How much is really needed? What’s needed True False
    5. 5. Capacity Assessment What is the relatedness of productivity and performance? What is performance potentiality? To what do you link performance? What role does learning play in performance improvement? How do you know performance needs to be improved? How board should you be thinking about performance? HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 5
    6. 6. What are the challenges?
    7. 7. Organizational and national challenges World Economic Forum’s Global Competitiveness Report 2011-2012 identified: Lack sophistication in business. Inefficiencies of our labour and goods market. Lack of innovation. Inefficient bureaucratic government procedures. Poor work ethic of the labour force in past 5 years. Crime is at a runaway high with solutions that doesn’t appear to be working.HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 7
    8. 8. Labour productivity (averages,annualgrowthrate) 1992-2000 2000-2008 2009 2010 GDP per person engaged 3% 5% 0% 1% GDP per hour worked 2% 6% 0% 1% -1% 0% 1% 2% 3% 4% 5% 6% 7% Percentages Labor Productivity HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 8
    9. 9. Operational context Interconnected-boarder-less-global operational environment. Long periods of dealing with sluggish interconnected economies. Actual and projected food and land shortages. Specialty labor shortages, especially in the medical field. Climate change, disasters and displacement. Blending of cultures as foreign workers join the workforce. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 9
    10. 10. Generational differences 0 5 10 15 20 25 15-19 20-24 30-34 35-39 Population % 2010 unemployment 2011 unemployment HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 10
    11. 11. Colonial practices and challenges New policies, practices, behaviors and infrastructure do not reflect the unique attributes of T & T nor the competition it faces. The current infrastructure, attitudes and behaviors are inadequate to meet the demands of an interconnected global economy. The lack of foresight in governance suggests that the old behaviors and ways of managing will continue to be viable. New career opportunities and new industries are too few, so many able men and women are left out of the labour market.HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 11
    12. 12. Intellectual capital challenges The nation is stalled by the information procession model of teaching and learning. Less than 20% male enrollment in UWI. The question should be why? Too much emphasis on credential than on learning for development, innovation and futuristic alignment. Many people are pursuing careers for which they have no basis for doing so. Greater emphasis on careers development is needed at K-16 and in the workplace. Socioeconomic is an important factor inHRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 12
    13. 13. Workforce challenge Highly skilled workers are in short supply. Available workers lack the credentials, attitudes, work habits and social skills sought and suited to build a equipped 21st. Century workforce. Workplace violence and incivility run rampant. The workplace is full of under motivated and apathetic workers. Persistent fighting among workers, management and Union. Education policies do not adequately reflect the needed knowledge, skills, attitudes and abilities needs. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 13
    14. 14. Innovation and creativity challengeTechnology drives everything fast – many of today's tools will become tomorrow trash. Without a strategy that encourage creativity and innovation the best companies and the best governments are left behind. Today’s best answers and solutions becomes tomorrows worse. The technology divide refuses to go away with each change and the middleclass and the poor are at a standstill socioeconomically. Need to identify and harness worker creative capacity to create new products, services and plan alternative futures. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 14
    15. 15. Sociopolitical challenge Political fights that create us against them persist long after the last elections. Police-citizens relationship is severely strained. Unethical behavior is at an all-time high in many important areas of society. Gap between rich and poor widens; there is a numbness about this phenomenon. Futurist infrastructure planning and upkeep is marginally practiced. Planning for blending people, education and human capital needs are not discussed or instituted.HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 15
    16. 16. Leadership challenge Sharing and delegating decision-making tasks and authority is not well practiced. Accountability systems are inadequate to ensure that people are held accountable for what they are suppose to do. Leaders are not futuristic thinkers. Leaders lead their organizations and their people absent of a global mind-set and with a more individualistic attitude. Leaders are unaware of their own leadership philosophy and where it originated. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 16
    17. 17. Workplace dysfunctions Workers bring everything about them to the workplace. Leaders must know themselves and those they interact with in the social context . Workers have differing needs, personality and life content, therefore, they will present differently should be responded to in the respective context. Sometimes the behavior that is perceived as dysfunctional in one context is in totally acceptable in another context and consideration has to be given to this disparity.HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 17
    18. 18. Performance improvement Global positioning Winning strategy Startwith Resultsleadsto Goals setting Which must be Monitored revisit Performance improvement for what? Performance for what?
    19. 19. Pre-evaluation requirements Leaders have a responsibility for blending plant, people and strategy to enhance organizational life and profitability. Leaders must know how to measure their own performance and the performance of those they lead by looking at projected vs. actual performance results and using the variance to plan for future performance. Look at the entire cost of hiring, developing, retaining and terminating a worker because this has broader implications for the organization. Benchmarking with other companies to see what it cost to hire the best and brightest, developingHRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 19
    20. 20. Evaluation skill requirements (B) Perform timely evaluation of workers’ performance and develop an individualized plan for each worker with clear markers for measuring success and areas for improvement. Compare the performance of ones owe unit with other units with in the organization and well as with similar units in other organizations where appropriate. Learn about the latest evaluation tools, measures and benchmarks within and outside the organization. Seek opportunities to showcase performance improvement milestones.HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 20
    21. 21. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 21 It’s a Balancing act What are the trade offs?
    22. 22. Leadership solution Bold leadership is needed by leaders must be aware of their own leadership philosophy and where it originated because that philosophy will dictate how they lead others. Providing an environment for followers to develop, grow and become full contributing members of a team. Controls with others vs. over others. Respond with the whole system in mind and share the vision through communication of values and expected outcomes. Leading in a way that encourages knowledge sharing and skill building. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 22
    23. 23. Collective practices Research has shown that organizational knowledge creation is key to improving organizational performance (Kang & Song, 2012). When employees are part of the decision-making process, they are willing to trust and commit themselves to the organization (Kang & Song, 2012). Employee-centered supervisors tend to get better production, motivation and job satisfaction and these were more friendly, supportive, helpful and sensitive. Highly effective supervisors tend to be more HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 23 VS.
    24. 24. Feedback for what? HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 24 Do you really mean that?
    25. 25. Human relation skill requirements Self-assess, be self-aware, be able to self- regulate ones own behaviour and engage in reflective practices. Develop a capacity to work with people and for fostering effective relationships. Ability to function in a multidisciplinary system. Leaders must show respect for self and others and be respectful of individual and cultural diversity. Leaders must manage with emotional intelligence and foster a work environment that espouses working with emotional sensitivity.HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 25
    26. 26. Ethic and performance improvementCommitting to ethical, legal and operational standards of the respective industry and professional affiliates. Leaders like those following their lead must be intentional in charting the course forward equitably, futuristically and with ethical foresight. Leaders must recognize their responsibility to communities they serve as what happens in them will affect their ability to continue to serve those communities. Benchmark performance with external leadership and performance metrics. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 26
    27. 27. Managing workers’ dysfunctions Although workers’ behavior vary, sometimes some bahaviours can seriously affect the Esprit de Corp of any organization as they reflects acts of violence. Workplace policies should articulate a no tolerance position on workplace violence at every level. Leaders must have some baseline clinical skills so they can identity potential acts of dysfunction that can escalate into acts of workplace violence. There are the proper measures in place to assist workers in resolving personal challenges that will hinder their relationship, performance and to allay potential violence in the workplace. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 27
    28. 28. 3 Things you can start doing tomorrow HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 28 1. Uptake of knowledge-sharing technologies is still primarily by innovators and early adopters. 2. Leaders adopt new behaviors at varying speeds and have a range of abilities to foster an environment that is psychologically safe and stimulates inquiry. 3. A learning organization has the capability to improve, and it develops structures and processes that facilitate the acquisition and sharing of knowledge (Schilling, Dearing, Paul, Harvey, Fahey & Kuruppu, 2011, p. 532).
    29. 29. Summary (A) Leaders must seriously invest in their own personal and professional development and that of those who report to them. Leaders must develop self- management, world-knowledge, cross-cultural competencies and become life-long learners if they are to keep their organizations competitive in a global economy. Leader have a responsibility to be consistent in the way they manage and represent their organizations regardless of who they are dealing with or who might be watching. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 29
    30. 30. Summary (B) Leaders today will need to be more involved in looking at the performance, not only of their efforts or that of their unit, but the whole organization and those connected and interconnected with the organization. Leaders will need to become more involved in shaping workplace and national human capital policies through advocacy, scholarship and commitment to community involvement. Leaders must become involve in innovative activities by tapping creative energies within their organization to improve processes, practices and systems and the craft an alterative reality than today’s.HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 30
    31. 31. Wrap-up HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 31
    32. 32. Contact Info for Earl A. Harewood HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 32 Phone: (868) 779-3535 E-mail: eaharewood@gmail.com Website (if any): N/A LinkedIn: eaharewood@gmail.com Twitter: eaharewood@gmail.com Facebook: eaharewood@gmail.com
    33. 33. Leading ethically Strive for excellence and expect the same from those they manage. Do the right thing regardless of who is watching or who they think is watching and the listener before them. Make decisions that reflect the issues at hand and not so much the differences presented or “the flavor of the day.” Know thy self, know thy business, know thy people, know thy tasks and do them all well. Be intentional in investing in their own personal and professional development and the development of those who they supervise. Practice what they preach because others are watching (role model effect). HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 34
    34. 34. Managing generational differencesEach generation group has its own unique ways of looking and responding to the world around them given the era of their birth and their life content. Leaders and managers must, not only, understand the characteristics of these groups, but learn how to leverage what these groups bring to the workplace to strength and grow their businesses. Leaders and managers must also include in their recruitment, development and succession planning provisions for the various groups represented. Leaders and managers must not intentionally alienate members of these groups for meaningful work and toHRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 35
    35. 35. References Schilling, L., Dearing, J. W., Staley, P., Harvey, P., Fahey, L., & Kuruppu, F. (2011). Kaiser Permanente's performance improvement system, Part 4: Creating a learning organization. Joint Commission Journal on Quality and Patient Safety, 37(12), 532. Kang, I., Song, J. H. & Kim, W. (2012). The mediating effect of team‐level knowledge creation on organizational procedural justice and team performance improvement. Performance Improvement. Trinidad Tobago Chamber of Industry and Commence. Trinidad and Tobago’s Competitiveness. Retrieved April 23, 2013 from http://chamber.org.tt/articles/trinidad- and-tobago%E2%80%99s-competitiveness/. Vhoom, V. H (1995). Work and motivation. San Francisco, CA: Jossey-Bass

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