Performance and Career Development

Elements of talent management are integral and interdependent. Among them are performance management and career development, alongside staff selection and lateral and upward mobility. The current performance management system does not deliver the intended objectives, and, over time, has turned into a meaningless exercise or used as a tool of retaliation. Career development, in addition to being stagnated due to challenges in the lateral and upward mobility, can not be achieved in the absence of an effective performance management system as a first step and has to be lined to it. Performance management is also a central tool for accountability. Ironically, there is no accountability for performance mismanagement. Other important factors in career development are training and career paths. Although training tools and accessibility to staff continue to increase, there is a lack of clear learning paths to guide a planned career advancement.

The importance of addressing these shortfalls cannot be overstated and we intend to invest a lot of time and effort on these important aspects that are fundamental to staff career progression. Our approach shall be to study each of these elements, study them in light of their interlinkage as well as of their connection with other aspects of talent management as a whole.

Our views and proposals on some of the issues directly affecting career development were expressed under Staff Selection and Mobility. In addressing performance management, parallel to other efforts being carried out by the organization, such as the 360 and the Agile Performance Management pilot projects, we have identified six themes to work on:

  • Goal setting and work plans, including alignment with job requirements;
  • Continuous performance management, including means of addressing underperformance;
  • Performance evaluation, including ratings and rating distribution;
  • Linkage with talent management processes including training and development;
  • Accountability for performance management at institutional and leadership levels;
  • Rebuttal processes and related frameworks.

On training and career paths, our endeavors shall include the following:

  • Institutionalizing cross-sectional training (short-term functional mobility) as a tool for learning and capacity building;
  • Establishing career paths, including a curriculum of training pre-requisites;
  • Ensuring compliance with staff release for mandatory and no cost travel training;
  • Enhancing the provision of sabbatical leave;
  • Increasing the use of inter-mission training workshops;
  • Linking career development tools to, and aligning them with, performance management processes and structures to enable staff to see a clear-cut connection between performance work plan goals and learning plans.
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