The Sustainability Performance Appraisal Model: The Kernel of a Talent Management Platform That Monetizes the Knowledge and HR Assets for Workforce Development, Engagement, and Retention

Best Practice / Human Resources

The Sustainability Performance Appraisal Model: The Kernel of a Talent Management Platform That Monetizes the Knowledge and HR Assets for Workforce Development, Engagement, and Retention
Anyebe, Peter , HR Consultant, Nigeria

An appraisal model is presented that is the kernel of a Talent Management Platform, which optimises workforce engagement via teamwork and synergy, workforce retention via a knowledge Bank, and monetizes the HR and Knowledge assets via the ROI.

Recall the following three, 3 dictums:

  • The only things that can be known for sure, are those that can be measured

  • Whatever gets measured, gets done

  • What we reward, we get

Following the F-Scale, people are objective, f0 only when they have unraveled the
mystery of being, for f0 = 1 / 10 ∑ Sn; n = 1 to 4. This requires that the person
knows the four, 4 principles on which the creation of the phenomenon depends.
When people who are objective, for f0 → 1, are appraised their performance, X
approximates their capacity to create ROI, Y for Y = 1 / 10 X; ROIOrg = 1. This is
the commitment model, following which the appraised performance, ROIApp
predicts the person’s observed capacity to make ROI, ROIPc. Thus ROIApp = ROIPc
when ROIOrg = 1. This is when no profit or ROI is recorded by the organisation. It is
a situation in which no commitment has been observed. Commitment would be
equivalent to the ROI that is created. Then when a profit or ROI is posted, for
ROIOrg > 1, an equivalent amount of synergy, SGYOrg would have been created in
the organisation for SGYOrg = 1 / 10 ROIOrg + 1.

This is the agreement model, which is an indication of the single mindedness that
characterizes the personnel, with respect to what is and how it is to be done. It is optimum
when tasks are performed by the standard procedure, which is derived from the natural
order, N-O
. The derivation of the standard procedure series is evidence of objectivity that
the inner nature of the phenomenon or its being has been unraveled. And talent is
conceptualized as the capacity to perform at task by the standard procedure.

Notice the similarity in structure between the F-Scale, the commitment model, and
the agreement model. This is evidence of uniformity in what is measured, as well as
in the units of measurement. It means that objectivity, commitment, and agreement
are actually equivalent concepts. They are a measure of the energy that is expended
at work. When the organization creates an ROI of ten, 10 for ROIOrg = 10, it ends up
with ten, 10 times the investment it made in that production cycle. The equivalent
energy that is created would be dual, for SGYOrg = 2. This would be a mark of
leadership in the industry. Moreover the leadership and the synergy that is created
would be for the benefit of the workers. The benefit is evaluated as the gain in excess
of the person’s observed capacity to create ROI, as measured on the value creation
, for ROI = 2X – 1; X = 1 / (1 – 1 / C) . When people are engaged at work, as a
team, their individual performance, ROIApp exceeds what each of them could have
produced alone, ROIPc. Formally:

ROIOrg > 1

SGYF is a measure of the synergy that the person benefits. It is also a measure of
individual leadership. For the leaders in the team, the synergy they benefit, SGYF
would be less than the synergy created by the organization, SGYOrg for SGYF <
. Rather than gain, the organization would have sapped from them. Their
observed ROIPc would also be clearly less than the organization’s ROIOrg for ROIPc
< ROIOrg
. Then the leadership model is presented as follows:

ROIOrg ≥ 1

A twist is noted however, in organizations that are clogged with under-performers.
The top performers in such organizations appear to cede their leadership to the under
performers. They appear to have benefited, while the others were sapped.
The synergy score for these organizations would be much below duality, for SGYOrg < 2.
At the end, nobody would have benefited from the relationship. Notice however that
the appraised performance, ROIApp of personnel can be predicted formally as:


The appraisal model is presented below:

APP E = SE / S

SUS = 1 / √ (CSN x FSY) ,
FSY = √(Rw x EB)
CSN = √(XTY x ROI)

XTY = √(RGT x 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

This model is characterized by the following 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
the ROI component in the model to include firstly, the value contributed by the
individual person, ROIPc. Then for the group evaluation, the same model is used, but
with the organizational ROIOrg. Bottom line however, what is appraised is the
capacity for sustenance. The two, 2 customers of the organization, including the
workers or internal customers, FSY and the end users of the products or services who
are the external customers, CSN are part of the evaluation. The business environment,
EB is also inclusive in the analysis. But the focus is the personnel, according to their
strengths, S weaknesses, W and the capacity to handle opportunities, O and threats,
in the environment. By the productivity model, the scores on these factors are
optimum for people who perform at task by the standard procedure. Given the
objectivity factor-f0 therefore, all the others are determined, including the factors C
and ROI. This is the basis for monetizing knowledge.

The ROI and Profit measure the same thing, albeit in different units. Both are a
function of the total earnings and the total cost of production. Given that the ROI is
a constant, profit per unit of ROI is evaluated as the ratio of profit on ROI:

ROI = Profit / ROI

This is the monetization model. The value creation model converts the monetized
into the monetized people value, MC: C = 2X -1; X = 1 / (1 – 1 / ROI) .
The monetized C-Score, MC is evaluated for both the organization, MCOrg and the
person, MCApp:

MCOrg = MROIOrg * ROIOrg

The unit monetized ROI for the person, MROIPc is evaluated from the share of the
profit that accrues to the workers. In deriving the organizational kit, Org-K as the
database for these analyses, a knowledge bank is created which introduces an
unexpected twist to the knotty difficulty with workforce retention. It is the
knowledge, and not necessarily the person, that is the asset. And the bank is entirely
the property of the organization, valued according to the ROI that the knowledge
produces. Notice also that the appraisal procedure optimizes workforce engagement
via teamwork, military style; and T-AID Retention, a mnemonic for Talent
Attraction, Identification, Development, and Retention.


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Other Views by this Author: The Black Box Model: a Talent Management Model for Grooming Transformational Leaders | The Standard Procedure Series: a Phenomenology Model of Being That is the Basis for Performance Appraisal by the Sustainability Model | Describing a Quality Human Resource: Maturation | The Value Creation Model

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