LECTURE 5 –
PERFORMANCE MANAGEMENT,
CAREER PLANNING &
DEVELOPMENT
BM4301 – HR & Mobility Management
LECTURE OBJECTIVES
Multinational performance management at the
global and local level
Performance management as part of a MNE’s
control system
Factors associated with expatriate performance,
including compensation package, task and role,
headquarters’ support, host environment factors
and cultural adjustment
Performance management of international
employees
PERFORMANCE MANAGEMENT
• A continuous process of identifying, measuring, and
developing the performance of individuals and
teams and aligning performance with the strategic
goals of the organisation
• Can achieve its strategic purpose only when
measurements are truly linked to the organisation’s
goals, and are communicated to employees
STEPS IN PM PROCESS
PURPOSES OF PM
• Strategic Purpose – means effective performance
management helps the organisation achieve its
business objectives.
• Administrative Purpose – refers to the ways in which
organisations use the system to provide information
for day-to-day decisions about salary, benefits, and
recognition programs.
• Developmental Purpose – means that it serves as a
basis for developing employees’ knowledge and
skills.
PERFORMANCE APPRAISAL
• Performance appraisal is process of evaluating and
communicating to an employee how he or she is
performing the job and establishing a plan for
improvement.
• Appraisals include negative information (areas for
improvement) and positive feedback (motivation &
encouragement) so the meeting for discussion is
meaningful and effective for future development.
SPECIFIC USES OR PURPOSES OF
APPRAISAL/EVALUATION
Development
HR
Motivation Planning
Communications = approve as evidence
Fairness
Validation
PERFORMANCE APPRAISAL METHODS
Comparative
Quality Attribute
METHOD
Results Behavior
MULTINATIONAL PERFORMANCE
MANAGEMENT
Diversity in productions and operations,
geographical dispersal and varieties in modes
of operations all combine to make performance
measurement and the creation of performance
management processes that are
simultaneously locally relevant and globally
comparable a major challenge for HRM
practitioners.
Monitoring performance and ensuring
conformity to agreed-upon standards are
significant elements in the managerial control
system of a multinational firm.
MNE SUBSIDIARY PERFORMANCE
CONSTRAINTS
1. Whole vs part
HQ versus subsidiary objectives
2. Non-comparable data
Varying interpretations & policies
3. Volatility of the global environment
Need for long term goals to be flexible
4. Separation by time and distance
Travel and time difference
5. Variable levels of maturity
Productivity, work and management practices
Control and performance management
Used to shape organisational behaviors and culture
MNE SUBSIDIARY PERFORMANCE
CONSTRAINTS
1. Whole vs Part – we need to decide of the whole is more important than one subsidiary’s short-term
profitability. For eg, a MNE establishes an operation in a particular market where its main global competitor
has a dominant position. The objective of entering the market is to challenge the competitor’s cash flow with
excessive pricing policies. Therefore, the balance sheet of this particular subsidiary might be continually in the
red.
2. Sales in Brazil may be skyrocketing, but there are reports that the Brazilian government may impose tough new
exchange controls which makes it impossible to repatriate profits (another eg on China in remitting the amount
of money out of China for security deposits). Therefore, import tariffs or a strike in one country can
unexpectedly delay supply of necessary components (pirates seized the metals). All these can make an
objective appraisal of subsidiary performance problematic.
3. The adoption of the Euro as the single currency by most of the European countries, SARs and bird flu-
epidemics, the spread of international terrorism, Gulf wars, rising oil prices, etc. Problems arise when
subsidiary managers perceive that goals and deadlines set by a distant HQ strategy team are unrealistic and
inflexible due to a failure to take into account local conditions that change as a result of a volatile environment
4. Despite advancement in communication technology, it is often a must to meet face-face, underdeveloped
countries.
5. Need time to achieve results if it is a new brands and is not customary in the new market. Also variations in
customs and work practices must be considered. One does not fire a mexican manager just because worker
productivity half the american average. We nee relevant comparative and not absolute numbers. They need to
live with mexican constraints and standards (Knock off on time).
EMPLOYEE
Process & Ongoing exercise
Measurement of performance
Communicate expectations
Seeks improvement for better results
Process & Improvement
Ongoing Measurement of Expectations on the job
exercise performance
PERFORMANCE MANAGEMENT OF
INTERNATIONAL EMPLOYEES
The expatriate remains a key dimension of
multinational enterprise and performance.
When attempting to determine expatriate
performance, it is important to consider the
impact of the following
variables and their
interrelationship.
VARIABLES AFFECTING EXPATRIATE
PERFORMANCE
FACTORS ASSOCIATED WITH EXPATRIATE
PERFORMANCE
A. Compensation package
Perceived financial benefits, along with the career
progression potential associated with an overseas
assignment, are often important motives for
accepting the posting.
If these expectations are not realized
(Psychological contract) during the assignment,
the level of motivation and commitment is likely to
decrease, thus affecting the performance.
FACTORS ASSOCIATED WITH EXPATRIATE
PERFORMANCE
B. Task
Expatriates are assigned to foreign operations to fulfil specific
tasks, they are:
The chief executive officer, or subsidiary manager, who
oversees and directs the entire foreign operation.
The structure reproducer carries the assignment of building or
reproducing in a foreign subsidiary a structure similar to that
which he or she knows from another part of the company.
Some examples, building a marketing framework,
implementing an accounting and financial reporting system,
or establishing a production plant.
FACTORS ASSOCIATED WITH EXPATRIATE
PERFORMANCE
The troubleshooter is the individual who is sent to
a foreign subsidiary to analyse and solve a
particular operational problem.
The operative is the individual whose assignment
is to perform functional job tasks in an existing
operational structure, in generally lower level,
supervisory
positions.
FACTORS ASSOCIATED WITH EXPATRIATE
PERFORMANCE
C. Headquarters’ support
The expatriate assignment differs from a domestic relocation
as it involves the transfer of the individual and accompanying
family members into a foreign environment, outside their
normal cultural comfort zones.
The individual’s primary motivation for accepting the
assignment may be career or financially orientated, but is
often mixed with a genuine feeling of loyalty and commitment
to the sending organization.
The level of the HQ’s support provided to the individual and
the family is an important performance variable.
FACTORS ASSOCIATED WITH EXPATRIATE
PERFORMANCE
D. Host environment
The environment has an impact on any job, but it
becomes of primary importance with regards to expatriate
management.
The type of operation to which the expat is assigned to is
important.
Wholly owned, IJV or setting up a new facility in a
foreign country.
E. Cultural adjustment
It is likely that expat and family will have some difficulty
adjusting to a new environment, and this will impact the
manager’s work performance.
PERFORMANCE APPRAISAL OF INTERNATIONAL
EMPLOYEES
A. Performance Criteria
The global firm’s ability to measure an employee’s
individual contribution to performance and to
assess the aggregate contribution of human capital
to strategic progress is a complex and timely topic in
organisational studies.
Goals tend to be translated into performance
appraisal criteria so specificity and measurability
issues are important aspects, and we need to
recognise that hard, soft and contextual goals are
often used as basis for performance criteria.
PERFORMANCE APPRAISAL OF INTERNATIONAL
EMPLOYEES
Hard goals are objective, quantifiable and can be
directly measured – such as ROI, market share,
etc.
Soft goals tend to be relationship or trait-based,
such as leadership or interpersonal skills.
Contextual goals attempt to take into
consideration factors that result from the situation
in which performance occurs.
MEASURING PERFORMANCE
MAKING COMPARISONS
•Requires •Assigns a •Compares
managers to certain each
rank percentage of employee
employees in employees to with each
their group each category other
from the in a set of employee to
highest categories. establish
performer to rankings.
the poorest
performer.
MEASURING PERFORMANCE
RATING INDIVIDUALS - ATTRIBUTES
Graphic Rating Scale
• Lists traits and provides a rating scale for each trait
• Employer uses the scale to indicate extent to which
an employee displays each trait.
EXAMPLE OF GRAPHIC RATING SCALE
• An employee’s performance measurement differs from job to
job.
• Example, a car dealer’s performance is measured by the dollar
amount of sales, the number of new customers, and customer
satisfaction surveys
MEASURING PERFORMANCE
RATING INDIVIDUALS - BEHAVIOURS
• Based on managers’ • Rates behavior in terms of
records of specific a scale showing specific
examples of employees statements of behaviour
acting in ways that are that describe different
either effective or levels of performance.
ineffective.
• Employees receive
feedback about what they
do well and what they do
poorly and how they are
helping the organisation
achieve its goals.
MEASURING PERFORMANCE
MEASURING RESULTS
• Management by Objectives (MBO): people at each
level of the organisation set goals in a process that
flows from top to bottom, so that all levels are
contributing to the organisation’s overall goals.
• These goals become the standards for evaluating
each employee’s performance.
MANAGEMENT BY OBJECTIVES (MBO)
TWO OBJECTIVES FOR A BANK
MEASURING PERFORMANCE
MEASURING QUALITY
• The principles of total quality management (TQM),
provide methods for performance measurement and
management
• With TQM, performance measurement combines
measurements of attributes and results.
o Subjective feedback
o Statistical quality control
PERFORMANCE APPRAISAL OF INTERNATIONAL
EMPLOYEES
B. Who conducts the performance appraisal
Another issue is who should conducts the
performance appraisal.
Employees are appraised by their immediate superiors,
and this can pose problems for subsidiary chief
executive officers (or managers).
The expat work in countries geographically distant, yet
are evaluated by superiors back at HQ who are not in
a position to see on a day-to-day basis how the
expatriate performs in the particular situation.
• Coaches provide feedback to their team just as
managers provide feedback to their employees.
• Feedback is important so that individuals know what they
are doing well and what areas they may need to work on.
SOURCES OF PERFORMANCE INFORMATION
Multi-Rater Assessment (360-Degree Feedback):
• Performance measurement that combines information
from the employees’:
o Managers
o Peers
o Subordinates
o Self
o Customers
PERFORMANCE APPRAISAL OF INTERNATIONAL
EMPLOYEES
C. Standardised or customised performance
appraisal forms
Standardisation assists in the collection of accurate
performance data on which personnel decisions can be
made, and allows for cross-employee comparisons.
D. Frequency of appraisal
In practice, formal appraisal is commonly on a yearly
basis.
It is recommended that an on-going combination of
formal and informal performance appraisal and
feedback.
REWARDING PERFORMANCE GLOBALLY
Critical success factors that link performance
appraisal to the compensation system are:
A. Fairness and consistency
B. Organisational results
C. Linkages
D. Merit rewards
REWARDING PERFORMANCE GLOBALLY
A. Fairness and Consistency
Needs to have clarity from the very beginning,
about reward elements.
The criteria for rewarding must be established and
well communicated to ensure consistency globally.
This is a challenge given the different industry
practices and market conditions in the different
countries.
REWARDING PERFORMANCE GLOBALLY
To resolve this, some MNC engage global
consultants to help establish these rewards
systems, who would validate the fairness of the
distribution of rewards within the local
competitive norms.
Main objective is to ensure that strong
performance management and accountability
systems are in place so that employees perceive
that performance is rewarded fairly and
consistently, irrespective of where they are
located.
REWARDING PERFORMANCE GLOBALLY
B. Inclusion of Organisational Results
Performance-reward scheme must emphasise on
organisational results, not just individual performance.
It is common practice in MNCs to link rewards to the
revenue/profit/growth generated.
It is relatively easy to assess the contribution of senior
managers to the achievement of organisational objectives,
however, linkages to large number of bottom line employees is
limited.
Organisation will have to strike a good balance on the
distribution of bonus between top management and bottom
line employees.
REWARDING PERFORMANCE GLOBALLY
C. Linkages between performance and appraisal and salary
increase
It is common in organisations to link promotions and
salary hikes to the performance management system.
Ensures that the system is meaningful to employees and it
commensurate with their efforts and contributions.
It is common in MNC to use clearly established and openly
communicated matrices that link a performance rating to
a hike in percentage.
D. Merit awards
Such awards ensure that they pay special attention to
competencies and achievements that the company value.
MANAGING UNDERPERFORMANCE
Performance management system must be used to detect
deficiencies or inadequacies and ascertain staff development
needs.
The performance management process for an underperformer
normally includes three clearly defined stages:
Stage 1 – setting expectations and monitoring performance –
clear communication of the non-performance parameters are
shared with the employee, quoting incidents and evidence of
underperformance.
MANAGING UNDERPERFORMANCE
Stage 2 – discussing and documenting problem
performance – areas of under-performance and are
acceptable to the employee as action items. Ensure
that the ways to improve are identified and discussed,
indicating support to be provided and
guidance/supervision expected.
Stage 3 – establishing and implementing
consequences to poor performance – this last stage
occurs when problem performance continues even
after one or more performance discussions have been
conducted.
MANAGING UNDERPERFORMANCE
If employee still could not perform up to standard after the
counselling, the company may have to repatriate the
employee back to the parent country.
So the process of managing the underperformer is very
critical, because any major decision will affect the
expatriate’s future career with the company.
IMPROVING PERFORMANCE
COMMON PITFALLS
Once a year
Paper exercise
Meet internal procedures/audits
Little or no attention to ensure managers are
trained to administer
Unable to maximise the potential of the
employee
Lose the competitive edge
SOURCES OF PERFORMANCE INFORMATION
Multi-Rater Assessment (360-Degree Feedback):
• Performance measurement that combines information
from the employees’:
o Managers
o Peers
o Subordinates
o Self
o Customers
TYPES OF PERFORMANCE MEASUREMENT
RATING ERRORS
• Contrast errors: the rater compares an individual, not
against an objective standard, but against other
employees.
• Distribution errors: the rater tends to use only one part of
a rating scale.
o Leniency: the reviewer rates everyone near the top
o Strictness: the rater favors lower rankings
o Central tendency: the rater puts everyone near the
middle of the scale
TYPES OF PERFORMANCE MEASUREMENT
RATING ERRORS
• Rater bias: raters often let their opinion of one quality
colour their opinion of others.
o Halo error: when the bias is in a favourable direction.
This can mistakenly tell employees they don’t need to
improve in any area.
o Horn error: when the bias involves negative ratings.
This can cause employees to feel frustrated and
defensive.
o Recency error: raters based on work performed most
recently.
GIVING PERFORMANCE FEEDBACK
1. Scheduling Performance Feedback
o Performance feedback should be a regular, expected
management activity.
o Annual feedback is not enough.
o Employees should receive feedback so often that they
know what the manager will say during their annual
performance review.
2. Preparing for a Feedback Session
o Managers should be prepared for each formal
feedback session.
GIVING PERFORMANCE FEEDBACK
• When giving performance feedback, do it in an
appropriate meeting place.
• Meet in a setting that is neutral and free of
distractions.
• What other factors are important in a feedback
session?
GIVING PERFORMANCE FEEDBACK
3. Conducting the Feedback Session
o During feedback sessions, managers can take any of
three approaches:
i. “Tell-and-Sell” – managers tell employees their
ratings and then justify those ratings.
ii. “Tell-and-Listen” – managers tell employees their
ratings and then let employees explain view.
iii. “ Problem-Solving ” – managers and employees
work together to solve performance problems.
EFFECTIVE FEEDBACK
• Specific
• Verifiable
• Relevant
• Rationale
• Timely
• Frequent
• Proactive
INEFFECTIVE FEEDBACK
• Speak out only when things are wrong.
• Wait until work performance or behaviour is substantially
below expectations before acting on it.
• No responsibility for thoughts, feelings and reactions:
o "This comes straight from the boss."
• Give feedback through e-mail, notes, or over telephone.
• Give negative feedback in public.
COMMON MISTAKES MADE BY MANAGERS
Gives last minute surprises
Not candid in giving bad news
Too personal
Personal attacks
Rush through to meet deadlines
Not possible for any intervention
Don’t No growth Needs not met
learn
GENERAL GUIDELINES
Collaboration to solve performance related issues
Provide evidence to support underperformance
issues
Provides feedback and an opportunity to hear
feedbacks from the employee
Provide access for employees to review appraisal
results
Prepare, Interview and follow-up
Allows enhancement of competency
Opportunities to apply
SALIENT POINTS
Based on agreed criterion
Do not attempt to make comparison amongst
employees
Don’t find faults
Ongoing process or exercise
Based on agreed remedial actions
Proper records of communication
Performance outcome should not come as a last
minute surprise
APPLICATIONS
Compensation
Pay for performance
Training and Development
Competency and capability building
Counseling and coaching
Career advancement
Provides re-employment
AIMS AND GOOD PRACTICE
Line or business managers should aim:
Mindset Trained
Ongoing Natural and
process no surprises
LEGAL IMPLICATIONS FOR
PERFORMANCE MANAGEMENT
• Lawsuits related to performance management usually
involve charges of:
o Discrimination
o Unfair dismissal
• To protect against both kinds of lawsuits, it is important
to have a legally defensible performance management
system.
LEGAL IMPLICATIONS FOR
PERFORMANCE MANAGEMENT
A legally defensible performance management system:
o Based on valid job analyses, with requirements for job
success clearly communicated to employees
o Evaluates behaviours or results, rather than traits
o Multiple raters (including self-appraisals) used
o All performance ratings reviewed by upper-level
managers
o Appeals mechanism for employees
TIPS FOR FAIR AND OBJECTIVE PERFORMANCE
MANAGEMENT SYSTEM
• Include measurable standards for evaluating job
performance
• Make sure that opportunities for training, assignments
and postings are made available to all employees using
objective criteria
• Ensure that what is considered within the promotion
process is clearly linked to job requirements
Source: http://www.mom.gov.sg/Documents/employment-practices/WDM/WDMInitiatives.pdf
SUMMARY
• Performance management a continuous process of
identifying, measuring, and developing the performance
of individuals and teams and aligning performance with
the strategic goals of the organisation.
• Organisations establish performance management
systems to meet three broad purposes:
o Strategic purpose
o Administrative purpose
o Developmental purpose
• Performance measures should fit with the organisation’s
strategy by supporting its goals and culture.
SUMMARY
• Using only one source makes the appraisal more
subjective. Organisations may combine many sources
into a 360- degree performance appraisal.
• Performance feedback should be a regular, scheduled
management activity, so that employees can correct
problems as soon as they occur.
SUMMARY
• Performance feedback discussions should focus on
behaviour and results rather than on personalities.
• Managers must make sure that performance
management systems and decisions treat employees
equally, without regard to race, sex, or other protected
status.
• A system is more likely to be legally defensible if it is
based on behaviours and results, rather than on traits,
and if multiple raters evaluate each person ’ s
performance.
REFERENCE
International HRM by Peter J. Dowling, Marion
Festing & Allen D. Engle, SR. sixth edition, chapter 6
International HRM by K Aswathappa & Sadhna Dash,
2008, chapter 8
Noe, Hollenbeck, Gerhart and Wright. Fundamentals
of Human Resource Management. McGraw-Hill, 5th
Edition, International Edition
Chapter 9 – Managing Employees’ Performance
CAREER PLANNING AND DEVELOPMENT
BM4301 – Human Resource & Mobility Management
NEED TO KNOW
• Discuss the four stages of career development.
• Identify the methods organisations use for employee
development.
• Describe how organisations use assessment of personality
type, work behaviours, and job performance to plan
employee development.
• Explain how job experiences can be used for developing
skills.
• Discuss how organisations are meeting the challenge of the
“glass ceiling”, succession planning, and dysfunctional
managers.
DEVELOPMENT FOR CAREERS
Traditional Career Protean Career
DEVELOPMENT FOR CAREERS
• Traditional career
o Consists of a sequence of positions within an occupation or
organisation.
o Requires “knowing how” or having the appropriate skills and
knowledge to provide a particular service or product
• Protean career
o Frequently changes based on changes in the person’s
interest, abilities, and values and in the work environment.
o Requires that employees “know why” and “know whom.”
CAREER DEVELOPMENT
Career Development
Past Today
Organisations Individuals
Developed Develop
Careers Careers
PHASES OF CAREER
1. APPRENTICESHIP
2. ADVANCEMENT/ESTABLISHMENT
3. MAINTENANCE
4. RETIREMENT
CAREER STAGES AND IMPORTANT NEEDS
Important Safety, Security, Achievement, Esteem, self- Self-
Needs Physiological esteem , autonomy actualisation actualisation
Age First five years of Age 30 to 45 Age 40 to 60 From Age 60
(Estimated) employment (Estimated) (Estimated) (Estimated)
Career Stage Apprenticeship Advancement Maintenance Retirement
(trying to establish Establishment (efforts to
oneself) stabilise the
gains of the
past, mid career
crisis may occur)
EMPLOYEE (OR CAREER) DEVELOPMENT
• Employee development: the combination of formal
education, job experiences, relationships, and
assessment of personality and abilities to help
employees prepare for the future of their careers.
• Development is about preparing for change in the form
of new jobs, new responsibilities, or new requirements.
FOUR APPROACHES TO EMPLOYEE
DEVELOPMENT
APPROACHES TO EMPLOYEE DEVELOPMENT
Formal Education Assessment
• These may include: • Collecting information and
– Workshops providing feedback to
– Short courses employees about heir
– Lectures behaviour, communication
– Simulations style, or skills.
– Business games
• Information for
– Experiential
programs assessment may come
• Many companies operate
from the employees, their
training and development peers, managers, and
centers. customers.
One way to develop employees is to begin with an assessment
which may consist of assigning an activity to a team and seeing
who brings what skills and strengths to the team.
ASSESSMENT TOOLS
Myers-Briggs Type Indicator (MBTI)®
Assessment Centers
Benchmarks Assessment
Performance Appraisal
360-Degree Feedback
ASSESSMENT TOOLS:
MYERS-BRIGGS TYPE INDICATOR (MBTI)®
• Psychological test that • Most popular test for
identifies individuals’ employee
preferences for source development.
of energy, means of
information gathering, • Assessment consists of
way of decision making, 100+ questions about
and lifestyle, providing how the person feels or
information for team prefers to behave in
building and different situations.
leadership
development.
OTHER ASSESSMENT TOOLS
Assessment Centers Benchmarks
• An assessment process • A measurement tool that
in which multiple raters gathers ratings of a
or evaluators (assessors) manager’s use of skills
evaluate employees’ associated with success
performance on a in managing.
number of exercises,
usually as they work in a
group at an offsite
location.
OTHER ASSESSMENT TOOLS
• Performance appraisals can be useful for employee
development under certain conditions:
o The appraisal system must tell employees
specifically about their performance problems and
ways to improve their performance.
o Employees must gain a clear understanding of the
differences between current performance and
expected performance.
o The appraisal process must identify causes of the
performance discrepancy and develop plans for
improving performance.
OTHER ASSESSMENT TOOLS
• 360-degree feedback can be used for development
purposes:
o The rater would identify an area of behaviour as a
strength of the employee or an area requiring further
development.
o The results presented to the employee show how he or
she was rated on each item and how self-evaluations
differ from other raters’ evaluations.
o The individual reviews the results, seeks clarification
from the raters, and sets specific development goals
based on the strengths and weaknesses identified.
APPROACHES TO EMPLOYEE DEVELOPMENT
• Job experiences: • Key job experience
combination of tasks, events include:
relationships, problems, – Job assignments
demands and other – Interpersonal
features of an relationships
employee’s jobs. – Types of transitions
• Most employee • Through these
development occurs experiences, managers
learn how to handle
through job
common challenges,
experiences. and prove themselves.
APPROACHES TO EMPLOYEE DEVELOPMENT
• Interpersonal relationships: employees can also
develop skills and increase their knowledge about
the organisation and its customers by interacting
with a more experienced member:
– Communicator - Broker
– Counsellor - Referral Agent
– Appraiser - Advocate
– Coach
– Mentor
– Advisor
OBJECTIVES OF CAREER DEVELOPMENT
From the organisation’s viewpoint, career development
has 3 major objectives:
1. To meet the immediate and future human resource
needs of the organisation on a timely basis;
2. To better inform the organisation and the individual
about potential career paths within the organisation,
and
3. To utilise existing human resource programs to the
fullest by integrating the activities that select, assign,
develop, and manage individual careers with the
organisation’s plans.
DEVELOPMENT-RELATED CHALLENGES
•Circumstances
resembling an •The process of
invisible barrier that identifying and •A manager who is
keep most women tracking high-potential otherwise
and minorities from employees who will be competent may
attaining the top able to fill top engage in some
jobs in management behaviours that
organisations. positions when they make him or her
become vacant. ineffective or even
“toxic” – stifles
ideas and drives
away good
employees.
GLASS CEILING
GLASS CEILING
Janet Ang
Managing Director,
IBM Singapore
Janet Ang was appointed Managing Director of IBM Singapore in July 2011. In
this role, she is responsible for the operations of IBM Singapore, including all
product and services division, as well as the company's sales and distribution
business.
Source: http://www-07.ibm.com/sg/media/biographies/sg_executive.html
GLASS CEILING
Olivia Lum
Group CEO, Hyflux
Ms Lum started corporate life as a chemist with Glaxo Pharmaceutical and left
in 1989 to start up Hydrochem (S) Pte Ltd, the precursor to Hyflux Ltd.
Managing the Group for 20 years now, Ms Lum is the driving force behind
Hyflux's growth and business expansion, responsible for policy and strategy
formulation and corporate direction.
http://www.hyflux.com/abt_mgm.html
GLASS CEILING
Jessica Tan Soon Neo
Managing Director, Microsoft Singapore
Member of Parliament East Coast Group
Representative Constituency (GRC)
Jessica joined Microsoft in 2003 as General Manager for the Enterprise and
Partner Group in Asia Pacific and Greater China Region. She was responsible
for driving Microsoft’s business with large customers in the region as well as
partnerships with key Industry Solution Vendors, Service Providers and
Business Partners as they relate to the Enterprise customers. In this role, she
nearly doubled the business in three years.
http://www.microsoft.com/en-sg/aboutus/default.aspx
SUMMARY
• Employee (career) development is the combination of
formal education, job experiences, relationships, and
assessment of personality and abilities to help
employees prepare for the future of their careers.
• Training is more focused on improving performance in
the current job, but training programs may support
employee development.
• In modern organisations, the concept of a career is fluid
– a protean career that changes along with changes in a
person’s interests, abilities, and values and changes in
the work environment.
SUMMARY
• Assessment can help the organisation identify employees
with managerial potential or identify areas in which
teams need to develop.
• Effective succession planning includes methods for
selecting high-potential employees, providing them with
developmental experiences, and getting the CEO actively
involved with these employees.
• For dysfunctional managers who have the potential to
contribute to the organisation, the organisation may offer
development targeted at correcting the areas of
dysfunction.
REFERENCE
Noe, Hollenbeck, Gerhart and Wright. Fundamentals of
Human Resource Management. McGraw-Hill, 5th Edition,
International Edition
Chapter 9 – Developing Employees For Future Success
