Performance Management is a progressive, positive approach to working with people. It requires a solid commitment from senior management and total involvement of all supervisors and employees for maximum results and lasting impact. The bottom line result is measurably improved performance.
This paper describes systems that have been implemented at Dome's Heavy Oil Operation in Lloydminster. These include data measurement, accountability, feedback and recognition systems.
Since the Lloydminster project, an additional thirteen implementations were initiated and developed within Dome Petroleum. RLA has also worked with Westar Petroleum, BP Canada and a number of companies within the mining, timber and telecommunications industries.
Over the past several years, there have been heated discussions and millions of dollars spent on addressing the issue of productivity and performance in our nation's work force. While a return on investment in the oil industry can be calculated For capital expenditures on new technology and updated equipment, an often overlooked area is the potential of a large return by increasing productivity solely through improved people information.
At Done Petroleum, Westar Petroleum and BP Canada, a style of management has been implemented which requires supervisors at all levels to manage people based on performance. This paper will highlight measurable improvements that have had a dollar impact Far these companies.
Gob Johnson and Rick Mazur, representing Rydberg Levy and Associates (RLA) presented a concept called "Performance Management" to top management.
Performance Management makes five initial assumptions about working with people.
People generally want to go a good job.
People are willing to improve.
People want to know how they are doing in their job.
Supervisors have a greater influence on their people than they realize.
Winners produce bottom line results.
Simple? Yes. Common sense? Yes. However, how many managers use a consistent, systematic method to supervise their people that addresses those assumptions? Performance management does, in a progressive, positive style.
Because this style of management fits with the desired management philosophy, the programme was initiated in Dome's Heavy Oil Department during November, 1984. Since that time, the six conventional oil Districts, one NGL Plant and six Calgary based departments - including Engineering, Exploitation, Land Administration and Joint Operations have initiated projects.
The programme got off to a reasonably good start. Some superintendents and foreman were enthusiastic, some non-committal and a few Quite negative. There was a general feeling that it was "just another Quick fix". There was also the suspicion that because the programme objective is to increase productivity that this, in effect, would lead to the loss of jobs. Another prime concern was the thought that this means of measuring an individual's performance could jeopardize his job security. Despite these obstacles, the implementations were very successful.
Implementations were a joint effort between management and Rydberg Levy & Associated (RLA). One RLA Project Manager was assigned as the full time, on site co-ordinator.