Transportation Performance Management: Insight from Practitioners (2010) / Chapter Skim
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Pages 27-32
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From page 27... ...
However, maintaining this type of response can lead to reduced innovation and a feeling among employees that they do not have a real impact on or a stake in the organization's outcomes. Thus, strong leadership is only truly effective in steering an agency if it is complemented with a collaborative approach and a proactive effort to build and maintain trust between agency managers and employees.1 As DOTs and other transportation agencies develop performance management programs, it is important that they provide meaningful engagement with agency employees, both by C H A P T E R 4 Performance Management Must Engage with Employees 1Mishra, Aneil K
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Because of the layered and multifaceted nature of most performance management programs, DOTs need to bring a mix of leadership skills to bear in developing the program and executing performance measurement activities. At a minimum, designing a successful program requires a "big picture" vision to set the basic direction, ideally provided by the agency's CEO or another top-level executive.
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Bring performance measurement into the routine of everyday activities. One key to successful performance management systems is the regular interaction of staff with leadership about the use of performance measures.
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4.2 Empower Staff to Take Ownership of the Program Performance management programs must do more than just highlight agency problems. They also must provide opportunities for individual staff to take action.
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Identify needed skill sets to support performance management. Defining measures and setting targets can help a DOT identify the skills its employees need in their daily work.
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As transportation agencies implement performance management, strategic promotions for employees who engage in and take ownership of the process probably provides the best and most feasible path to ensuring strong staff support for the performance management system. Changing from broad managerial authority to data-driven decision-making can be painful and disruptive when it occurs, but is often necessary for fostering the cultural shifts necessary when an agency fundamentally changes its business practices.
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