MANILA, Philippines - The ''institutionalization phase'' gives us one last opportunity to strengthen the links between strategy execution and day-to-day operations. It does entail these additional steps that need to be taken to help sustain in practical terms a governance culture, which needs to be embedded in the heart and mind of every individual. By these steps, the link between ''learning and growth'' - a perspective used in the formulation of the strategy map and therefore of the performance scorecards also - and human resource management becomes strong and substantive.

The first of these additional steps is the link between the personal performance scorecard (a final component of strategy execution) and personnel performance evaluation (a normal operating function of human resource management). In the former, every individual makes a clear and formal commitment to deliver a certain level of performance, using pre-agreed measures and targets. In undertaking the latter function, there is really no further need to look for other measures of personal, individual performance: It is all there in the personal performance scorecard. Furthermore, in providing guidance and counselling to every individual, the other relevant points contained in the personal performance scorecard can provide handy references and a useful guide. These points may include items other than those directly connected with one's job; those other aspects of one's personal life that may have a direct impact upon one's performance at work are usually included in one's personal scorecard.

The second step relates to the imperative of continuing education and training for everyone. This relates directly to the ''learning and growth'' demands of every individual, as governance should open up more opportunities for self-improvement and for advancing one's over-all personal progress. More importantly, the demands of the strategy map would usually require new knowledge, new skills, and new attitudes as added ''equipment'' for personnel faced with higher and newer (perhaps also more sophisticated) demands in their jobs. Productivity improvement programs generally make stringent demands for the continuing education and training of people.

The third step is the provision of opportunities for people to take better care of their physical wellness as well as for them to join up with others in socially relevant causes such as strengthening the family, quality improvement of schools, and deepening the social responsibility of civil society (or at least specific groups within this broad sector). Governance does remind everyone that there is more to life than giving a good account of oneself at work; there is also a wider world for which we are all responsible: That world starts with one's physical well-being as well as with the care one invests in the other social drivers of change and transformation, i.e., the family, the school, socio-economic enterprises and civil society (often in partnership with public governance units).

The demands of the institutionalization phase may take a long time to meet; in fact, they are impossible to meet fully because we can do justice to them only if we try and meet them on a sustained and continuing basis. For as long as we send firm and strong signals that we have started taking all these steps associated with this phase, we can justifiably claim that we are completing our PGS journey. But we all have to understand that such a journey may ''formally end,'' but it never stops. There are always higher dreams and grander visions to realize as we seek to achieve more breakthrough results through the governance framework we have adopted.

See the original post here:
Institutionalization Steps (Part III)