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

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

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

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

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

7. Potential for human capital growth On-the-job learning On-the-job learning ContentContent Job-specific knowledge & skills Job-specific knowledge & skills Organization-specific knowledge & skills Organization-specific knowledge & skills Professional knowledge & skills Professional knowledge & skills Managerial knowledge & skills Managerial knowledge & skills MeansMeans Job design Job design Management practices Management practices Mentoring Mentoring Formal training Formal training Job-specific knowledge & skillsJob-specific knowledge & skills Organization-specific knowledge & skillsOrganization-specific knowledge & skills Professional knowledge & skillsProfessional knowledge & skills Managerial knowledge & skillsManagerial knowledge & skills

8. Potential for salary growth Salary composition that concentrates remuneration in human capital- linked elements of remuneration 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 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 are based on competition Promotions criteria emphasize human capital and performance Promotions criteria emphasize human capital and performance Promotions process gives key interested parties a voice Promotions process gives key interested parties a voice

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

11. Promotions criteria emphasize human capital and performance Human capital Human capital TypesTypes Job-specific knowledge & skills Job-specific knowledge & skills Organizational knowledge & skills Organizational knowledge & skills Professional knowledge & skills Professional knowledge & skills Managerial knowledge & skills Managerial knowledge & skills MeansMeans Credentials (degrees, training completed) Credentials (degrees, training completed) Testing Testing Performance assessments (see below) Performance assessments (see below) Performance Performance Annual performance appraisal historyAnnual performance appraisal history References (colleagues, previous supervisors, clients)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.)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 Immediate superiors Professional colleagues Professional colleagues Central HRM authorities Central HRM authorities