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The Productivity Model: Toward an HRM that is at once a People Protector and Driver of Business Results
By Peter Anyebe

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What gets measured, gets done; more because it is understood, and taken seriously 11th October, 2012

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The Productivity Model: Toward an HRM that is at once a People Protector and Driver of Business Results
By Peter Anyebe

HR professionals have to decide if they are protectors of people or working to drive business results. Every other area of business in every organisation around the world speaks the language of money. So if you want to be taken seriously by sales, marketing, finance and manufacturing, you have to speak their language too. Dr John Sullivan, Professor of management at San Francisco State University Once dubbed the father of HR metrics Thus, human resource management, HRM would be at its optimum when these seemingly contradictory roles are resolved, as complements rather than conflicts. To be effective as protectors of people, HR managers need to drive business results to the optimum, when productivity would be at its best. The following two, 2 people problems would have been addressed: Inefficiency Greed While inefficiency refers to the workforce, greed is more prevalent with employers of labour; although these are common human characteristics. They are contained at once, by the performance appraisal and reward models respectively. In this case the appraisal model is based on the principle that it is the system of values that translate into the creation of value. Thus as a minimum requirement for optimum productivity, people need to have the following three, 3 values in series: Talent, Rn & Pc Professionalism, Vc Work, n View my profile Google Me

Optimally, this would translate into the capacity to create the following three, 3 value types, in series: People Value, C Organisational Value, ROI Value of the Business Environment, EB Excellence is the impulse that effects the translation from the values to the value types. This is summarised on the productivity model presented below: RES = RGT, Nu 4 Ps 20% This is a measure of the appropriateness, RGT of the responses, RES to stimuli. It implies that employees deliver on assignments according to specifications when they reduce the tasks involved into at least, the essential four, 4 for Nu = 4. Then they would belong in the team of 20%ters, according to the Pareto 80-20 Rule or principle. Recall that following Pareto, 80% of the work in most organisations is performed by 20% of the personnel. By this model, productivity would be evaluated as the ratio of RES on RGT. This predicts how efficiently and effectively personnel are expected to perform at their jobs. This concept of a precise HRM is summarised in the series below: 3. Excellence 2. Value 1. Values 4. Productivity

Precise HRM
6. People Protection 5. Business Results

The concept is operationalised in the best practices principle of T-AID Retention, summarised as follows: Create a culture in which at once, people are protected and business results are optimised. Provide credence for current HR practices, with the intent to move HR from the intuitive trial and error phase, which is characteristically tentative, into the precision phase that is more deliberate and assuring.

For credence, excellence is driven by the motive strength, C that is available according to the extent to which people have traded the personal order, P-O for the natural order, N-O. The human person is a constant, F because all humans have certain capacities in common, together with the features that enable the fulfilment of the capacities. But to the extent that the features are utilised to develop the capacities differently, each person has a unique value, expressed in their perspectives of phenomena. Thus, the energy and steam that is expended in the performance at task is derived from nature, in proportion to the shift from the preoccupation with appearances to the perception of essentials. HR has done very well in identifying people uniquely, for specific positions and organisations, who have demonstrated the required strength, energy and steam on their jobs. These efforts have however been limited to the individual organisations uniquely. Moreover, the successes have not made the required impacts because of inconsistencies that have limited replications vertically, horizontally, and in time. T-AID Retention corrects for these lapses by the institutionalisation of a work culture in which square and round pegs are put in their proper holes. When people are fully employed, they are actualised, fulfilled, and satisfied. Productivity is optimised, as evident in their scores on the factors C, ROI, and EB; which define value creation. This is when talent, profession, and job are aligned; according to the scores on the factors Rn, Pc, Vc, and n, which measure the system of values. Given the appropriate values therefore, people are focused and committed, which translate into behaviour that is productive and leads to the creation of value. Focus and commitment are evaluated on the concatenation model as the factors P1, and P2, P3, and P4 respectively. P1 refers to the mind as a whole, defining the deviation from single mindedness as the P1-score deviates from a unity, for P1 > 1. P2, P3, and P4 refer to the components of the mind; including the emotion, intellect, and will respectively. The scores on these factors increase from three, 3 nine, 9 and twenty-seven, 27 respectively; as commitment drops. This implies that as commitment decreases, greater effort would be required to psych people up for work. It becomes more difficult for each component of the mind to participate fully at task. People are protected when their demands are objective, and can be substantiated by facts and data. This is also when business results are at the optimum. Recall that what gets measured, gets done; more because it is understood, and taken seriously.