SMK Mutiara Rini 2, located near Taman Mutiara Rini in Johor Bahru was supposed to have opened in 2002 was unable to take in students as there was no access road leading to the school. The school has yet to be connected with electricity and water supply. This the the third school in Johor who does not have access road. The other was SMK Tanjung Puteri Resort and SK Tanjung Puteri Resort which had been ready for 3 years. In both the later cases, the developer did not have the funds to build the roads.
Millions had been spent to built schools but are unfit to function.
Did we had a Ministry of Education and is there a Monitoring and Control system within? Or, did they had a Reactive System - i.e., attend to the problem as it arise (or as we receive complaints)?
Pak Lah says the Government will use KPI to measure performance. Does the Government knows:
WHAT to measure, HOW to measure, WHEN to measure, WHERE to measure and WHY measure???
The fundamentals of Performance Measurement System (PMS) is that the design of the performance framework that measures:
what we cannot do,
what we didn't do,
what we won't do, and
what we have yet to do.
The design analysis of the PMS is based on the WHYs of it. It should incorporate the Six Thinking Hats.
It must emcompass the evaluation criteria together with the design of the monitoring and tracking system of:
how we are going to get them (the performance),
when will we get them, and
what is the acceptable level of competency and efficiency.
In essence, it means we measure what was not performed and what that was performed which are below par-excellence, but that which need to be performed to an appropriate level within the system to be successful. It will also deal with the people within the system who consistently fails to achieve them over a period of time which is target-set and predefined by the management. The relative use of Benchmarking is not to set similar standards as your competitor, but to use the competitors performance level as a guide to achieve competitive advantage and sustainability of performance over a predefined period of time, i.e. before your competitors starts to overtake you in your game plan.
The system should also be Dynamic, NOT Static.
The system cannot, and should not be generic in form, that is, you cannot measure everyone with the same criteria - same standard evaluation criteria and same expectation.
Everyone in the company is an asset of different value and cost, acquired at a specific price, to perform a specific level of functions and an expected level of efficiency and competence. An asset (Human Capital) acquired at a low price cannot be expected to performed at the same level of another asset which is acquired at double the price. In another word, we pay for quality and we expect the minimum quality results. Similarly, if we pay peanuts, we should expect monkeys.
At such, the design of any PMS has to be dynamic to ensure fairness and reasonableness, and justify investments in Human Capital Management. At the same time, the system must also provide a channel for the asset (employees) who have the talent, capacity and capability, and the energy to produce performance beyond their current assignment and excel beyond it.
Thus, the dynamic system must have sensors and actuators to capture and recognize these potentials, groom, educate and train these potential people, and provide the necessary infrastructure, tools and techniques that are necessary for them so that they would work their way to achieve excellent results and productivity beyond their assigned level of responsibilities, to an optimum level of performance and productivity.
With this excellent results, it will translate to optimum Return of Investment for the organization and the shareholders, and at the same time, these assets (people) are rewarded accordingly. The appropriate Reward System will motivate the people to continually seek improvement and ensure the organization's sustainable performance and results.
One additional point to note is that, the system must be designed to ensure the appropriate integration of the various functional managers and communication needs that addressed the necessary cooperation and co-working with each other, that which is necessary for the achievement of the ONE Corporate Mission, Goals and Vision.
The Motto is: "Together, We Succeed, Divided, We Fail - and the Competitors WINS!"