performance appraisal, a talent management platform for sustainability and a stable society

7/29/2019 Performance Appraisal, A Talent Management Platform for Sustainability and a Stable Society

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Performance Appraisal:

A Talent Management Platform for

Sustainability and a Stable Society

AGAPE

CONSULTANTS

21st

January, 2013

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Keywords:

Human Resource Asset,Knowledge Asset, Teamwork, Community Orientation, Culture,Attitude, Effort, The Natural Order,Workforce Engagement, Workforce Retention

Anappraisal modelis presented that is the kernel of a Talent Management

Platform, which optimises workforce engagement viasynergy, workforce retention

via aknowledge Bank, and monetizes theHR andKnowledge assets via theROI
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+234-703-430-2486

Performance Appraisal:

A Talent Management Platform for

Sustainability and a Stable SocietyBy

Agape Consultants is interested insustenance, as a function of the following three,

3 features that define its form, in series:

Production

Growth

Longevity

Production is sustained viasynergy andteamwork, when the workers agree

cooperatively on what is, andhow it is to be done. Then friction, and therefore

entropy contribution or chaos is minimised. Growth is kept up when the impulse,

which actually describes the rate of growth can be sustained. This requires that a

certain amount ofmomentum is available, which is wound up like a spring,

according to the level of the personsmotivation. Motivation is actually adescription ofmomentum activation, when an assignment for the performance at

task triggers actions that were pre-planned. Actions are pre-planned when the

procedures for their performance have been internalised. When these procedures are

standardised, it is easier for synergy and teamwork.

Longevity is also an extension of both growth and production. This is whenopportunities in thebusiness environment are perceived asdevelopmental, because

of thecommunity orientation that characterises the business owner, investors, and

personnel. Then businesses are perceived as actually existing for the benefit of the

environment, to enrich it via a liquefaction of the economy. By the principle of

environmental determinism, the absence of this understanding could culminate in

the liquidation of the organisation.

In all the three, 3 cases of sustenance, the kernel actor is the human person. Thus it is

people who create value, whether it is restricted to the organisation in the form of the

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return on investment,ROI, or broadened to include the value of thebusiness

environment, EB. Given the appropriatepeople value, Ctherefore, the

organisational value as well as the value of the business environment would be

determined. Formally:

People value, Cis evaluated as the function of the following factors, in series:

Peopletransformation would therefore be the product of amindrenewal, via the

learning process. The result of the process is evaluated according to the capacity forvalue creation that is acquired. This would be monitored as the level ofproductivity,

according to howperceptualthe mind is, which is operationalised in the

concatenation of the items that comprise phenomena. When the mind operates

optimally, its components, the emotion, intellect, and will, would be aligned. By the

concatenation model, this would be evident in the contribution of three, 3 nine, 9

and twenty-seven, 27 items respectively, to the thought process.

The three, 3 items of the emotion define theform of the phenomenon.Form defines

the limits of being, outside of which the phenomenon would be threatened with

extinction. Each of the three, 3 items concatenate into each other, in a series. Theyare listed first on thestandard procedure series. All the three, 3 items are unified by

a forth, 4th

which provides thefundament on which they anchor. Together, these

four, 4 items defineobjectives that need to be satisfied, for the phenomenon to exist

according to specification. They also predict the fifth, 5th

item, which represents the

principle that underlies the whole process. Together, the five, 5 items describe the

object of the task or phenomenon that is being analyzed. Thus the typical standard

procedure comprises six, 6 items. It is the basis for the unity, agreement, synergy,

and teamwork that is observed in groups, organizations and the society at large. It

derives from thenatural order, N-O

and is therefore an objective standard for all.

ROI = 2X1,1

X =

11 / C

EB = Rw/2

Rw = (Nu x CRD)Rw = Reward Index

Nu = Number of Essentials IdentifiableCRD = Credibility Index

3. Productivity Mind

2. Concatenation 6. Transformation

1. PMM 5. Learning

4. Value Creation
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The up-bringing of people is done in a culture. The work culture is designed to

socialize people into the optimumpeople value, Cso that they perform at task by the

standard procedure. It functions according to the principles summarized in the series:

Synergy is the minimum acceptable component of this culture. It is acquired by the

institutionalization of theappraisal model, which is characterized by the features:

It evaluates every person uniquely against their individual potentials

People are also evaluated as a team, military fashion

This means that if one, 1 person fails, the whole team fails. It is achieved by varying

theROIcomponent in the model to include firstly, the value contributed by the

individual person,ROIF

. Then for the group evaluation, the same model is used, but

with the organizationalROIOrg. What is appraised is the capacity forsustenance, as a

function offinancial security,FSYandcustomer satisfaction,CSN.Financial

security,FSYis a reference to how the internal customers, the workers, perceive the

organization. This is to the extent that they are satisfied with theirreward, Rw while

at once noting that the ultimate goal of the organization is to serve thebusiness

environment,EB. These are actually measures of the capacity to respond to the

observedopportunities, O forEB; andthreats, Tfor CRD in the business

environment. Note from earlier on in this paper that reward is evaluated against

credibility, CRD.Customer satisfaction,CSNon the other hand measures the response

of the outside customers in terms of theROIthat is created; and this, against the

productive capacity of the personnel. Productivity is evaluated against their

strengths, S forRES; and weaknesses, WforRGT. Formally:

3. Metrics Work Culture

2. Sustenance 6. Reward

1. Synergy 5. Appraisal

4. Commitment

APP=APP O /APPE,

APPE= SE/S

APP O = SUS /OrgSUS

SUS = 1 / (CSNx FSY),FSY= (Rw x EB)

CSN = (XTYxROI)

XTY = (RGTx RES)

SUS = Sustainability

CSN = Customer Satisfaction

FSY = Financial Security

Rw = Reward

EB = Business Environment

ROI = Return on Investment

XTY = Productivity

RES = Response to Stimuli

RGT = Appropriateness of Responses

C = Character of Consistency

S = Soul Factor
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This appraisal model is founded on the following principles, in series:

People areobjective, f0 to the extent that they have unravelled themystery of

being, as summarised on theF-Scale:

f0 = 1/10SnWhen people who are objective are appraised, theirperformance, X

approximates their observed capacity to createROI, Y:

Y = 1/10 X,

ROIOrg = 1

Then it would be feasible to predict their contribution ofsynergy, andROIto

the organisation:

SGYOrg = 1/10 ROIOrg + 1

SGYF = ROIApp / ROIPc,

ROIOrg > 1

ROIApp = SGYF * ROIPc

Note the similarity in structure between thecommitment andagreement models and theF-Scale. Similarly, in anempirical analogueof this theoretical work, a high level of

motivation anddrive were found to differentiate high performers from the rest,

irrespective ofjob levelandculture. TheF-Scale actually measures this factor,

according to the effort that is expended, to go beyond thesensation ofappearances to

perceive the essentialnature of phenomena. This inner nature is constant and changeless.

When minds meet at this depth, disagreements vanish. Phenomena are at once described

and procedurised, so mental lag also disappears and performance peaks.

In this theoretical approach to resolve the difficulty with sustainability, it was necessary

to put a value on people uniquely, according to their levels ofcommitmentandobjectivity; both of which determine the capacities for optimumperformance as well as

forsynergy with other people. It was also necessary to derive a culture in whichpeople

value, Cis optimised, based on the principles ofteamwork andcommunity orientation.

These were possible with the derivation of thenatural order, N-Oas well as the

perception model of mind, PMMthat is able to appreciate this system of order. It

enables the inner nature of phenomena to be unravelled. It is the inner nature that gives a

phenomenon its being. When this is known, phenomena can be measured directly, rather

than indirectly as a black box via the system principle. With respect to performance, this

inner nature has been described by theconcatenation model.

This is the Commitment Model

This is theAgreement Model

This is the Synergy Model
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The performance at task is done in two, 2 steps. Firstly, it isconceptualized. And

then, it isactualized. The conceptual process involves the following three, 3 steps:

Describe the end-product of the process; the whatof performance

Outline theprocess that leads to this end; the how of performance

Generate the energy that is to drive the actualization process; motivation

Thus theconceptual process culminates in the derivation of theproductspecification and theprocedure to be used in the actualization stage, as well as the

energy that drives it. There is an assumption here that thestructure that is required to

facilitate the process is available. This is because the emphasis at this time is on

talent, rather than creativity. Thus talent is the capacity to perform at task by the

standard procedure. With talent, work becomes aplay and the effort that is required

comes naturally. This is because of a positiveattitude or disposition to the task. Then

the required energy ormotivation and drive become available, for the acquisition of

the necessaryability and skill. Talent makeslearninga breeze.

This theoretical approach enablesknowledge, and therefore thehuman resourcefunction to be counted asassets. They can be monetized directly, without recourse to

patents, trademarks, and utility models. This creates space for them directly on the

assets column of the organisations books via theROI, as calculated in the appraisalmodel.

Moreover, aknowledge bank is created in the process, via theorganizational kit,

Org-Kwhich introduces an unexpected dimension to the knotty difficulty with

workforce retention. It is the knowledge, and not necessarily theperson, that is the

asset. And the bank is entirely the property of the organization, valued according to

theROIthat the knowledge produces.

Notice also that the appraisal procedure optimizes workforce engagement via

teamwork, military style; andT-AID Retention, a mnemonic for TalentAttraction,

Identification,Development, andRetention. This is evaluated as theorganizationssynergy, SGYOrg.

TheROIandProfit measure the same thing, albeit in different units. Both are a

function of thetotal earnings and thetotal cost of production. Given that theROIis

a constant,profit per unit of ROIis evaluated asthe ratio of profit on ROI:
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This is themonetization model. The value creation modelconverts themonetized

ROI, ROIinto the monetizedpeople value, C: C = 2X -1; X = 1 / (11 / ROI). The

monetized C-Score, Cis evaluated for both theorganization, COrg and theperson,

CApp:

The unit monetizedROIfor the person,ROIF is evaluated from the share of the

profit that accrues to the workers, according to the list of stakeholders below:

Then,knowledge is monetized by a conversion fromconsciousness. Given that

consciousness is a function of the following features, in series:

Intuition,L

Sensation,A

Perception,F

Perception is presented in the form ofperspectives, which is a description of what

the person knows. The perspectives are evaluated on theF-Scale, as the

approximation of thenatural order, N-O to quantifyobjectivity, f0. Given thefactor-

f0 thefactor-Cand therefore theROIare determined.

Likeknowledge, to monetize thehuman resource, HR asset it was conceptualized

as a function of the following factors, which define itsform:

Value Creation,L

Sustenance,A

Performance,F

Value creation is further broken down intopeople value, Corganizational value, ROI, and

the value of thebusiness environment, EB. Sustenance includesproduction,growth, and

longevity. Andperformance comprisesspecifications,procedures, andmotivation.

ROI = Profit / ROI

3. Workers Monetization

2. Investors 6. Profit

1. Re-Investment 5. Business Owner

4. Environment

COrg =ROIOrg* ROIOrg

CApp =ROIF *ROIApp
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With respect to the leadership question, this is resolved by a comparison of the

synergy that is created by the organization, SGYOrg with the synergy that is benefitted

by the individual personnel, SGYF. For anorganisation to claim leadership, the

synergy it creates would need to approximate duality, for SGYOrg 2. For theindividualpersonnelto claim leadership, the synergy they benefit from the

organisation would have to be less than the synergy that the organisation creates, for

SGYF


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Pc Rn /n Vc C S F ROI EB RES RGT Nu Ps XTY EFT KGP SGY SUS APP CSN FSY

1.64 2.28 2.13 1.09 1.71 0.44 1.04 3.81 0.91 0.99 0.99 4.09 18.22 0.99 1.25 1.43 1.37 0.63 0.52 1.94 1.28

1.58 2.16 2.05 1.07 1.67 0.45 1.03 4.0 0.93 0.96 0.95 4.29 14.26 0.96 1.24 1.4 1.32 0.62 0.53 1.96 1.31

1.65 0.74 1.36 0.39 1.72 0.4 1.34 3.78 0.59 1.01 1.01 1.72 65.65 1.01 1.26 1.39 1.57 0.79 0.59 1.96 0.83

1.34 1.09 1.56 0.61 1.48 0.91 1.35 5.13 0.64 0.94 0.63 1.7 66.0 0.77 1.17 1.2 2.46 0.75 1.26 1.99 0.9

1.18 1.09 1.36 0.75 1.36 0.89 1.29 6.52 0.67 0.89 0.53 1.91 61.72 0.68 1.11 1.08 1.71 0.71 1.12 2.11 0.95

1.69 2.61 2.06 1.33 1.75 0.39 1.16 3.67 0.73 1.04 1.03 2.64 47.15 1.04 1.26 1.45 1.4 0.71 0.51 1.95 1.03

1.28 4.41 2.53 1.88 1.44 0.11 1.44 5.56 0.5 1.36 1.04 1.47 70.63 1.19 1.15 1.14 0.27 0.74 0.15 2.57 0.71

1.66 3.57 1.26 3.07 1.73 0.25 2.03 3.75 0.4 1.21 1.07 0.84 83.28 1.14 1.26 1.24 1.32 0.92 0.5 2.07 .571.4

1.4 2.39 1.19 2.17 1.53 0.38 1.59 4.78 0.49 0.93 0.88 1.21 75.84 0.91 1.19 1.2 1.27 0.83 0.61 2.08 0.69

2.65 3.1 1.89 1.76 2.47 0.44 1.38 2.36 0.57 1.28 1.28 1.61 67.72 1.28 1.37 1.7 3.23 0.85 0.61 1.74 0.8

1.32 2.2 1.1 2.16 1.47 0.4 1.58 5.27 0.49 0.89 0.81 1.21 75.71 0.85 1.17 1.14 1.19 0.82 0.63 2.12 0.71.8 2.6 2.35 1.13 1.83 0.41 1.07 3.4 0.86 1.08 1.06 3.72 25.64 1.07 1.28 1.51 1.49 0.66 0.51 1.9 1.22

1.95 2.89 2.55 1.16 1.95 0.38 1.08 3.11 0.83 1.16 1.11 3.48 30.39 1.13 1.31 1.57 1.59 0.67 0.5 1.88 1.18

2.85 2.74 2.81 0.97 2.63 0.53 1.41 2.23 0.56 1.34 1.22 1.54 69.25 1.28 1.38 1.73 4.2 0.87 0.94 1.69 0.79

2.33 3.66 3.08 1.23 2.23 0.33 1.12 2.62 0.78 1.36 1.22 3.08 38.43 1.29 1.35 1.68 1.76 0.7 0.46 1.84 1.1

2.6 4.7 3.7 1.33 2.44 0.26 1.16 2.39 0.71 1.63 1.28 2.63 47.45 1.44 1.37 1.74 1.59 0.73 0.38 1.86 1.01

3.64 6.29 4.89 1.35 3.22 0.24 1.17 1.9 0.7 1.94 1.44 2.55 48.91 1.67 1.41 1.9 2.03 0.75 0.39 1.78 0.99

5.37 7.29 6.03 1.26 4.52 0.32 1.13 1.57 0.76 1.86 1.69 2.95 40.99 1.77 1.44 2.05 3.29 0.75 0.52 1.67 1.08

ROIOr / SGYOr = 6.52, 1.65


1.64 2.28 2.13 1.09 1.71 0.44 1.04 3.81 0.91 0.99 0.99 4.09 18.22 0.99 1.25 1.51 1.45 0.63 0.55 1.94 1.28

1.58 2.16 2.05 1.07 1.67 0.45 1.03 4.0 0.93 0.96 0.95 4.29 14.26 0.96 1.24 1.48 1.39 0.62 0.56 1.96 1.31

1.65 0.74 1.36 0.39 1.72 0.4 1.34 3.78 0.59 1.01 1.01 1.72 65.65 1.01 1.26 1.47 1.65 0.79 0.63 1.96 0.83

1.34 1.09 1.56 0.61 1.48 0.91 1.35 5.13 0.64 0.94 0.63 1.7 66.0 0.77 1.17 1.27 2.59 0.75 1.33 1.99 0.9

1.18 1.09 1.36 0.75 1.36 0.89 1.29 6.52 0.67 0.89 0.53 1.91 61.72 0.68 1.11 1.14 1.8 0.71 1.18 2.11 0.95

1.69 2.61 2.06 1.33 1.75 0.39 1.16 3.67 0.73 1.04 1.03 2.64 47.15 1.04 1.26 1.52 1.48 0.71 0.54 1.95 1.03

1.28 4.41 2.53 1.88 1.44 0.11 1.44 5.56 0.5 1.36 1.04 1.47 70.63 1.19 1.15 1.2 0.29 0.74 0.16 2.57 0.71

1.66 3.57 1.26 3.07 1.73 0.25 2.03 3.75 0.4 1.21 1.07 0.84 83.28 1.14 1.26 1.31 1.39 0.92 0.52 2.07 0.57

1.4 2.39 1.19 2.17 1.53 0.38 1.59 4.78 0.49 0.93 0.88 1.21 75.84 0.91 1.19 1.26 1.34 0.83 0.64 2.08 0.69

2.65 3.1 1.89 1.76 2.47 0.44 1.38 2.36 0.57 1.28 1.28 1.61 67.72 1.28 1.37 1.79 3.4 0.85 0.64 1.74 0.8

1.32 2.2 1.1 2.16 1.47 0.4 1.58 5.27 0.49 0.89 0.81 1.21 75.71 0.85 1.17 1.21 1.26 0.82 0.66 2.12 0.7

1.8 2.6 2.35 1.13 1.83 0.41 1.07 3.4 0.86 1.08 1.06 3.72 25.64 1.07 1.28 1.59 1.57 0.66 0.53 1.9 1.22

1.95 2.89 2.55 1.16 1.95 0.38 1.08 3.11 0.83 1.16 1.11 3.48 30.39 1.13 1.31 1.65 1.67 0.67 0.52 1.88 1.18

2.85 2.74 2.81 0.97 2.63 0.53 1.41 2.23 0.56 1.34 1.22 1.54 69.25 1.28 1.38 1.82 4.43 0.87 0.99 1.69 0.79

2.33 3.66 3.08 1.23 2.23 0.33 1.12 2.62 0.78 1.36 1.22 3.08 38.43 1.29 1.35 1.77 1.85 0.7 0.48 1.84 1.1

2.6 4.7 3.7 1.33 2.44 0.26 1.16 2.39 0.71 1.63 1.28 2.63 47.45 1.44 1.37 1.83 1.68 0.73 0.4 1.86 1.01

3.64 6.29 4.89 1.35 3.22 0.24 1.17 1.9 0.7 1.94 1.44 2.55 48.91 1.67 1.41 2. 2.14 0.75 0.41 1.78 0.99

5.37 7.29 6.03 1.26 4.52 0.32 1.13 1.57 0.76 1.86 1.69 2.95 40.99 1.77 1.44 2.16 3.47 0.75 0.54 1.67 1.08

ROIOrg / SGYOrg =.8, 1.8


1.64 2.28 2.13 1.09 1.71 0.44 1.04 3.81 0.91 0.99 0.99 4.09 18.22 0.99 1.25 1.79 1.72 0.63 0.65 1.94 1.281.58 2.16 2.05 1.07 1.67 0.45 1.03 4.0 0.93 0.96 0.95 4.29 14.26 0.96 1.24 1.75 1.65 0.62 0.66 1.96 1.31

1.65 0.74 1.36 0.39 1.72 0.4 1.34 3.78 0.59 1.01 1.01 1.72 65.65 1.01 1.26 1.74 1.97 0.79 0.74 1.96 0.83

1.34 1.09 1.56 0.61 1.48 0.91 1.35 5.13 0.64 0.94 0.63 1.7 66.0 0.77 1.17 1.51 3.08 0.75 1.58 1.99 0.9

1.18 1.09 1.36 0.75 1.36 0.89 1.29 6.52 0.67 0.89 0.53 1.91 61.72 0.68 1.11 1.35 2.14 0.71 1.4 2.11 0.95

1.69 2.61 2.06 1.33 1.75 0.39 1.16 3.67 0.73 1.04 1.03 2.64 47.15 1.04 1.26 1.81 1.76 0.71 0.64 1.95 1.03

1.28 4.41 2.53 1.88 1.44 0.11 1.44 5.56 0.5 1.36 1.04 1.47 70.63 1.19 1.15 1.43 0.34 0.74 0.19 2.57 0.71

1.66 3.57 1.26 3.07 1.73 0.25 2.03 3.75 0.4 1.21 1.07 0.84 83.28 1.14 1.26 1.56 1.65 0.92 0.62 2.07 0.57

1.4 2.39 1.19 2.17 1.53 0.38 1.59 4.78 0.49 0.93 0.88 1.21 75.84 0.91 1.19 1.5 1.59 0.83 0.76 2.08 0.69

2.65 3.1 1.89 1.76 2.47 0.44 1.38 2.36 0.57 1.28 1.28 1.61 67.72 1.28 1.37 2.13 4.04 0.85 0.76 1.74 0.8

1.32 2.2 1 .1 2.16 1.47 0.4 1.58 5.27 0.49 0.89 0.81 1.21 75.71 0.85 1.17 1.43 1.49 0.82 0.79 2.12 0.7

1.8 2.6 2.35 1.13 1.83 0.41 1.07 3.4 0.86 1.08 1.06 3.72 25.64 1.07 1.28 1.89 1.87 0.66 0.64 1.9 1.22

1.95 2.89 2.55 1.16 1.95 0.38 1.08 3.11 0.83 1.16 1.11 3.48 30.39 1.13 1.31 1.96 1.99 0.67 0.62 1.88 1.18

2.85 2.74 2.81 0.97 2.63 0.53 1.41 2.23 0.56 1.34 1.22 1.54 69.25 1.28 1.38 2.16 5.26 0.87 1.17 1.69 0.79

2.33 3.66 3.08 1.23 2.23 0.33 1.12 2.62 0.78 1.36 1.22 3.08 38.43 1.29 1.35 2.11 2.2 0.7 0.58 1.84 1.1

2.6 4.7 3.7 1.33 2.44 0.26 1.16 2.39 0.71 1.63 1.28 2.63 47.45 1.44 1.37 2.18 1.99 0.73 0.48 1.86 1.01

3.64 6.29 4.89 1.35 3.22 0.24 1.17 1.9 0.7 1.94 1.44 2.55 48.91 1.67 1.41 2.38 2.55 0.75 0.48 1.78 0.99

5.37 7.29 6.03 1.26 4.52 0.32 1.13 1.57 0.76 1.86 1.69 2.95 40.99 1.77 1.44 2.57 4.12 0.75 0.65 1.67 1.08

ROIOrg / SGYOrg = 16, 2.6

performance appraisal, a talent management platform for sustainability and a stable society

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