creating a high performance culture for competitive advantage
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CREATING A HIGH PERFORMANCE CULTURE FOR
COMPETITIVE ADVANTAGE
Joydeep Hor
16 April 2014
Overview
A moment of introspection …
What is a high performance
culture?
Audit – where are you at?
Leadership Infrastructure Approaches
Essential Performance Management
Questions
Is this your organisation?
Our Leadership Team want this organisation to be a high performing one
Our organisation is clear about what differentiates good, acceptable and bad performance
Staff in our organisation regularly have conversations where their performance is assessed
Staff understand how their performance individually contributes to the performance of the organisation
Management of poor performance is a skillset demonstrated by leaders of our organisation
Or is this your organisation?
Performance conversations are rarely had in our organisation
Our focus is on getting the job done and responding to external challenges
People are rewarded for good performance and those who are not rewarded should know that they are not rewarded
Complaints of bullying (or staff going on stress leave) are inevitable when performance management takes place in our organisation
Staff are reluctant to embrace change in our organisation
The elements of a high performance culture
1. Unique identity
• Sets it apart from competitors
• Provides employees with a sense of meaning
• Ignites passion for what the company does
2. Performance attributes
•High integrity
•Performance focused & accountable
•Collaborative
•Agile & adaptable
• Innovative
•Objective measures of success
Getting the balance right
Cultures motivating employees to succeed
Cultures where
Outcomes > Individuals
Questions to audit culture
Is the pressure to perform unreasonable?
Is it sometimes difficult to ask questions or raise
concerns?
Is bad conduct rewarded or tolerated?
Is there a close tie between performance
and rewards?
Does short-term thinking dominate?
Do employees identify sufficiently with the
interests of shareholders?
Do employees understand and
sufficiently care about the needs of the
customers?
Is the quality of products and/or
services a high priority?
Are employees proud of their organisation?
The importance of leadership
Good leadership is important because organisations take on the
traits and values of its leaders.
Good Leadership
Elements
Vision and Values
Alignment and avoiding of inconsistency of treatment
Accountability – performing at a high level themselves
Execute diversity of roles (managers/mentors/ambassadors)
Infrastructure - Recruitment strategy
Where it all begins
Have you learnt from
previous experiences
Understanding the journey
So many tools … so little time
Infrastructure - Inductions
explains rights and responsibilities of employer
and employee
promotes understanding the organisation and its history
communicates policies and procedures
informs employee about points of contact within the
organisation
Infrastructure - Training
• increased morale and staff retention
• Improved and consistent customer service
• Increased productivity and innovation
•Providing a competitive advantage
Investing in training can benefit your organisation through:
•Weaknesses can’t be developed much but employees’ strengths can be developed infinitely
Trying to get employees to fix their weaknesses doesn’t work
Sources: “State of the Global Workplace Report 2013” by Gallup and www.business.gov.au
Infrastructure - Linking to bonuses
Pros
• can boost short or long term performance based on bonus structure;
• mutually beneficial for employee and employer;
• communicates that the organisation has a performance based culture.
Cons
• can appear inequitable;
• may discourage team work and collaboration;
• risk of employees falsifying results to achieve targets;
• may not be cost effective in larger organisations.
Infrastructure - Appraisals
Why do we do them? Is this just about
money?
Should start with best picture of strengths and
weaknesses
What competencies are necessary going forward
Effectiveness?
Approaches? - “The cull”
Remove the bottom
performers to keep the
organisation “fresh”
Approaches? - “Up or out policies”
Law
Associates that fail to
reach partner
status within 10 years
must leave the firm
Military
Officers passed over more than twice for
promotion must be
discharged
Academia
Associate professors
must publish work to prove
worthiness for
promotion within 4-5
years
Consulting
As long as an associate is promotable,
they may stay.
Approaches? – Quadrant analysis
CAN CAN’T
WILL KEEP AT ALL COSTS INVEST INTRAINING
WON’T ATTITUDE ADJUSTMENTS
REQUIRED
NEED TO BE EXITED
Essential Performance Management
•I want to know early Immediacy
•I need specifics Clarity
•Take into account my circumstances Compassion
•Demonstrate that you are trying to turn my performance around Support
•Be genuine with me in what you say you have done, are doing and will do Accuracy
•I know you have been performance managing in your mind but the clock started when you spoke to me Patience
•If I am being exited for performance reasons do not treat me like a criminal Dignity
Questions – time permitting
CREATING A HIGH PERFORMANCE CULTURE FOR
COMPETITIVE ADVANTAGE
Joydeep Hor
Email: joydeep.hor@peopleculture.com.au
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