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IT Human Capital Development: Delivering Value on the Human Side of IT

by Thornton May

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The Trouble With Performance Management

It is not enough to measure performance. You have to act on the information you collect. "It is critical to ensure that the top performers know that you are aware of their performance and [that they] are valued," says Tom Kasten, former vice president of IT at Levi Strauss & Co. and current mayor of Hillsborough, Calif.

"Top performers, like cream, tend to rise to the top of the visibility charts through the extra reach they exhibit, going beyond their job responsibilities and expanding their sphere of influence," Kasten says. "A smart leader will treat these comets differently. I made space and time for them, encouraging their efforts. I often loaded them with additional responsibilities, stretching them while ensuring they were gaining additional insights, skills and experiences."

Particularly in the public sector, where raises and promotions are few and far between, recognizing high performers is essential. The CIO at one midsized government agency says that her organization doesn't treat top performers differently "except in the area of recognition [for] their distinguished performance."

According to our survey respondents, here are some of the perks that come with being a top performer:

  • "Our high potentials are placed in a program of formal mentorship and special project opportunities," notes a respondent at a health care services firm.
  • Top performers are "put on a high-performer list and are tracked," says a respondent from an energy company.
  • "Top performers often end up with the tougher and hot assignments (while carrying more workload than the 'normals')," comments a respondent at an environmental services company.
  • "We treat them differently, but not in a legal- or HR-policy way. It tends to be in the subtle ways. True top performers have a bank of credibility, and that opens doors," says a respondent at a global logistics firm.
  • "[We use a] formal talent management program, exposing them to cross-business and out-of-the-box thinking," notes an executive at a retail financial services firm.

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