P
erformance management (PM) is a holistic activity that embraces all within the organisation. It links strategic goals with managerial, team and individual competencies
and their development, underpinned by monitoring, review and continuous learning. Its activities are integrated throughout the organisation, vertically, horizontally/functionally and at all levels/grades. It aims to deliver sustained organisational success, resting upon strong principles of communication, monitoring and review.
FACTORS TO BE CONSIDERED IN PM A key issue in assessing assignee performance concerns inputs/delivery against strategic objectives. It is crucial that assignees understand the strategic purpose of their assignment and are regularly kept up-to-date with strategic priorities. To understand strategic goals and their integration across the organisation requires broad experience in the company, cross-cultural communication skills, and management development. As PM involves managers, individuals and teams
sharing responsibility, assignees’ managerial and communications skills are important attributes. Assignees must demonstrate the ability to deal with cross-cultural interpersonal conflict and adopt appropriate leadership styles. They must also demonstrate willingness and ability to communicate with the host country nationals. A strong social orientation is necessary such that relationships can be built across the organisation. Assignees must also demonstrate a positive attitude and outlook on the assignment. Of course, relevant professional and technical skills are also expected. These factors can be articulated as relevant competencies that would be expected to underpin high performance in a global context. These should also form the focus for performance discussions to identify and support action for continuous learning and development. Relevant competencies include:
• Ability to develop and use global strategic skills: fast response capability; working knowledge of international relationships and foreign affairs; think global, act local – a balance between national responsiveness and exploitation of global economies of scale;
• Ability to manage change and transition: manage transition from independence to inter- dependence; from control to the coordination to cooperation – to get country managers on side with the headquarters;
• Ability to manage cultural diversity: cultural sensitivity – corporate culture, brand culture, customer culture – hidden values and beliefs must be recognised, understood and managed effectively;
• Ability to function in flexible organisations: to design the structures in which they will operate and demonstrate strategic thinking and action;
• Ability to work in teams: teams which are culturally diverse, inside and outside the company e.g. suppliers and customers;
• Ability to communicate across cultures:
multilingual skills; cross-cultural awareness and sensitivity; interpersonal communication;
• Ability to learn and to transfer knowledge: openness to experiences and willingness to experiment; ability to access and interpret information worldwide; willingness to take risks.
TIMING OF PERFORMANCE REVIEWS When assignees begin their posting, they need to adapt to their new societal and organisational environments. To function effectively and to display the competencies expected of them, assignees must be culturally competent. This takes time. The cycle of culture shock typically experienced by individuals posted to a new country can take several months to complete. It is not unusual for individuals to experience a “honeymoon” or tourist phase on arrival, followed by a period of depression when they realise that a change in their behaviours is required in order for the application of their skills and knowledge to work effectively with team members and others in the new culture. During these early phases, productivity and performance is unlikely to be at its highest. Only when assignees have adapted culturally, is it likely that high performance will result. Performance reviews should be timed to reflect
this. Carrying out reviews too early can suggest poorer performance than might be expected. Early reviews can be useful though as they can help to identify the need for cultural training, in the spirit of continuous learning and development which underpins PM. Early performance appraisals which include performance ratings, however, are likely to be unfair given the assignee’s need to adapt culturally and to overcome culture shock.
MEASURABILITY OF PM INDICATORS As can be seen, assignee performance indicators are not easily measurable in terms of metrics/ratings. This causes difficulty in assessing high performance against traditional return on investment (ROI) indicators.
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GLOBAL MOBILITY
ASSIGNEE PERFORMANCE ( PART 2 )
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