Off the Wohl

Utilizing the PRO as a Framework for Performance Management

When we consider the notion of "managing performance," the "frame of reference" is a key idea within this concept. If one is to manage the performance of another, an understanding must exist of what performance "ought to be" or "is intended to be." Otherwise there would be no reason or purpose to expend energy or resources to "manage it." For leaders who would more effectively or precisely manage the various dimensions of human person-ness that are involved in producing performance, we need the idea of a place to start. The "PRO" or benchmark of a job is the beginning when considering all of the almost infinite number of ways that a job could be done. The PRO assists us in defining the role by differentiating the specific motivational impulses and expressions of behavior/personality that could account for the actual execution of a job. It is extremely difficult to hit a target that one cannot see or that in fact really does not exist. So much for a place to start.

As people who need or desire to manage performance and want to start at a place that could be recognized by all concerned, the PRO is an excellent working vehicle. With the PRO, we can begin thoughtful and discriminating thinking about those frequently occurring and critical dimensions of a job that could be measured and described as part of the world of "individual differences."

As a working tool or vehicle the PRO does not represent a pure or undefiled image of the motivational or behavioral demands inherent in a job; which when accomplished in the embodiment of an actual person would then simply result in flawless and unimpeded success in the job. Rather, the PRO is a vehicle for a performance manager to explore the contours of a job and to consider the job as it is in itself as well as the complex surrounding dynamics of a performance system in which the job exists.

The following questions emerge from the thoughtful deliberations that we consider in the PRO:

As a result of the human condition that creates the observation "perception is reality" there are likely to be a wide variety of different "takes" or understanding of the demands of jobs even in a specific organizational context. For this reason we encourage the recognition and discussion of differences of perception about work by attaining the inputs of a limited number of stakeholders or those who really understand the work. They should complete separate PROs, not a single consensus version in which the differences would not be apparent—then we would lose the ability to hold dialogue with each other and exchange views that could be otherwise very fruitful.

After the dialogue is complete and the job-owner has heard all points, he or she makes the choices that seem right, and the final PRO becomes a point of reference to assess candidates in an objective and behaviorally relevant manner for the job. While there is no "good or bad" PI because of the focus on differences there are good and bad "fits," which we've all unfortunately been in at some time in our career. The PRO will not indemnify us from needing to manage people and performance in an enlightened way, and there is no turnkey person or situation that will unfold perfectly and without deviation. The PRO provides us with an opportunity to manage our future and the circumstances that will impact us in such a way to keep us from being blind-sided.