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Performance Equations
 

Performance Equations

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An introduction to Performance Equations

An introduction to Performance Equations

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    Performance Equations Performance Equations Presentation Transcript

    • Successful Performance DevelopmentTaking theGuesswork Out ofBuildingOrganisationalPerformance © Performance Equations Ltd. All Rights Reserved. 1
    • Successful Performance DevelopmentCompany History Established in 1997 Niche organisational development and change consultancy Specialising in building: – High performance culture – High performance leadership – High performance teams – Service excellence & customer experience management At the core of all our work is on-going research, diagnostics, delivering measurable results. We describe the causal links between Performance Drivers, Organisational Effectiveness and Performance Results Design & implement solutions Measure the results © Performance Equations Ltd. All Rights Reserved. 2
    • Successful Performance DevelopmentClients We Have Worked With O2 © Performance Equations Ltd. All Rights Reserved. 3
    • Successful Performance DevelopmentOur Philosophy About Organisational Performance Pinpoint diagnosis, robust prioritisation and decision-making An integrated systemic approach to providing solutions for the organisation as a whole Solutions that are contemporary, robust, sustainable Solutions that create energy, drive and engagement Support infrastructure that transfers learning into application As much or as little external support as required Measure the value © Performance Equations Ltd. All Rights Reserved. 4
    • Successful Performance DevelopmentHigh Performance Culture © Performance Equations Ltd. All Rights Reserved. 5
    • Successful Performance DevelopmentThe Need for Better Organisational PerformanceConsider 90% of organisations believed that a clear, action oriented understanding of their business strategies could significantly influence their performance and business success.However Less than 60% of senior leaders and less than 10% of employees believe a clear understanding of their c mp n ’ o ay sstrategy actually exists in their organisation Less than 30% of senior leaders believe their og n ain ’ ra i t s s o strategy are effectively implemented In over 60% of organisations analysed through our consultancy work there is no perceptible link between strategy and day to day operations. © Performance Equations Ltd. All Rights Reserved. 6
    • Successful Performance Development The Challenge of Translating Strategy into Action 90% of organisations are unable to fully implement the strategy te ’ s e t omuht , f r a dmo e p ni hy e p n s v c i ef t n me o , ny l n g a n 95% of employees d n t n esa dte c mp n’ srtg o o ud rtn h i o a y t e y r s a 85% of executives spend less than an hour per month talking about strategy 73% of employees b lv te b se d n c mmui t te eee h i o s s o ’ o i r t n ae h c company vision and strategy clearly Companies on average deliver only 63% of the financial performance their strategies promise Only 46% of executives & senior managers believe leadership gains commitment effectively in their organisations © Performance Equations Ltd. All Rights Reserved. 7
    • Successful Performance DevelopmentA Word About Employee Engagement 12% employees actively engaged 70% neither engaged or disengaged 18% actively disengaged Cost to business €260 billion © Performance Equations Ltd. All Rights Reserved. 8
    • Successful Performance DevelopmentCharacteristics of an Engaged Workforce Pride in the company Belief in the organisations objectives Trust in colleagues, direct boss and senior leadership Desire to work to make things better U d rtn i o b s e sc net n te‘g e p tr’ n esa d g f ui s o tx a d h b g r iue n n i c Respectful of, and helpful to, colleagues Win n s t ‘ teet mi’ l g e s og h x a l l i o r e Keeping up to date with developments across the business Feeling valued Belief in their ability to do their best every day But employee engagement is not the same as employee satisfaction © Performance Equations Ltd. All Rights Reserved. 9
    • Successful Performance DevelopmentDiagnosing the Performance CulturePerformance Bearing Mechanisms  Strategic Focus  Performance Management  Leadership  StructureResults / Outcomes  Business Performance  Satisfaction  Change  People OutputsOverallEffectiveness 1st 10th 25th 50th 75th 90th 99th %ile %ile %ile %ile %ile %ile %ile 48 95 © Verax International Ltd. All Rights Reserved.030908 10 © Performance Equations Ltd. All Rights Reserved.
    • Successful Performance DevelopmentRelationship Matrix RESULTS/OUTCOMES Business Performance Satisfaction Change People Outputs.Understanding the driversof performance outcomes Client specific strategicis critical in knowing which outcomes can belevels to pull. added STRATEGIC FOCUS PERFORMANCE MANAGEMENT LEADERSHIP STRUCTURE PRICING/VALUE FOR MONEY + + PRODUCT/SERVICE PERFORMANCE + BRAND IMAGE/TRUST + + EASE OF DOING BUSINESS - - COMPETITIVE RESPONSIVENESS TO CUSTOMERS - STRATEGIES TOTAL SUPPORT PACKAGE + EMPATHY/COMPATIBILITY - © Performance Equations Ltd. All Rights Reserved. 11
    • Successful Performance DevelopmentHigh Performance Leadership and Developing Talent © Performance Equations Ltd. All Rights Reserved. 12
    • Successful Performance Development Leadership Bench Strength Business challenges are becoming more complex and more difficult to solve 60% of leaders say they face challenges that go beyond their individual capabilities 84 % of executives and senior managers believe the definition of effective leadership has changed in the last 5 years Only 7% of executives believe their companies have enough talented managers to pursue the most promising growth opportunities Only 36% of companies rate their overall leadership capacity to ee uesrtg a “o d o “xee t xct t e y s g o ” rec ln” a l 40% of externally hired senior managers fail within 18 months © Performance Equations Ltd. All Rights Reserved. 13
    • Successful Performance Development The Way Ahead Leadership today needs to be about creating adaptive performance cultures that provide the conditions for innovation to flourish in todays much more challenging and highly complex business environments In order to do that leadership capability and talent needs to be developed as a journey at critical career transition points The leadership capability requirements at each point need to address the contextual setting of the business challenges faced and the requirements of the role © Performance Equations Ltd. All Rights Reserved. 14
    • Successful Performance Development Developing talent through the leadership pipelineLeadershipPipeline: PassageA long-term, Sixsystemic Passage Fiveapproach to Passage Fourdeveloping a Passagesustainable Three Passagesupply of leaders Twoready to execute Passage Oneyour strategynow and in thefuture —Charan, Drotter, Noel, The Leadership Pipeline, 2001 © Performance Equations Ltd. All Rights Reserved. 15
    • Successful Performance DevelopmentQuestion ? Is your talent management strategy meant to satisfy a tactical performance requirement? Or does it have to satisfy a strategic organisational requirement? It could be both © Performance Equations Ltd. All Rights Reserved. 16
    • Successful Performance DevelopmentDifferent Approaches Everyone is talented in some area, to some degree (Inclusive) Only some people have the innate qualities to lead the company into aftr ta c n q i b d sr e (Exclusive) uue h t a ’ ue e e ci d t t b © Performance Equations Ltd. All Rights Reserved. 17
    • Successful Performance DevelopmentCategories of Talent Well Placed – Well suited for their current role or a lateral position – Unlikely to move to the next level or expanded responsibilities within the next 2 years—particularly considering the expected growth of the business – May require development in order to scale and grow in their current role Expandable – Seen as being capable of contributing to the organisation in a role with greater complexity, impact, scope and scale than their current role – D mo s ae t th yc nsa a dgo wt t og n ain b s e s e nt td h t r a e a c l n rw i h ra i t ’ ui s e h e s os n Talent Pool – An employee who has demonstrated top performance in increasingly challenging roles and have the differentiating attributes to rise to and succeed in more senior and/or more complex positions through expansion of current responsibilities, lateral movement to different area of responsibility or promotion to the next level – Talent demonstrates what it will take to lead and grow the organisation beyond the current strategy © Performance Equations Ltd. All Rights Reserved. 18
    • Successful Performance DevelopmentPerformance Does Not (Always) Predict Potential Current performance is a necessary condition for potential but does not guarantee success at the next levelHigh Potential Staff by Performance Status High Performance Staff by Potential Status 7% 29% 93% 71% BUT Most high Only 7% of performers are high potentials not high are not high potential performers © Performance Equations Ltd. All Rights Reserved. 19
    • Successful Performance Development What Determines Talent High Applied Capability experiencePerformance Talent Talent + + Differentiators = Pool High Potential Knowledge Capacity & skills © Performance Equations Ltd. All Rights Reserved. 20
    • Successful Performance DevelopmentConnecting Business Capability to Business Strategy Organisational Vision Business Strategy Strategic Cultural priorities Business priorities drivers Organisational values and behaviour Team capabilities Individual capabilities © Performance Equations Ltd. All Rights Reserved. 21
    • Successful Performance DevelopmentHow to build organisational performance © Performance Equations Ltd. All Rights Reserved. 22
    • Successful Performance DevelopmentHow to build organisational performance Recognise that organisational performance development is a journey not an event © Performance Equations Ltd. All Rights Reserved. 23
    • Successful Performance DevelopmentHow to Build Organisational Performance Diagnose and measure accurately performance gaps and drivers © Performance Equations Ltd. All Rights Reserved. 24
    • Successful Performance DevelopmentHow to Build Organisational Performance Build a learning system that addresses the development needs of each level Bridge the gap between learning and real work with action learning Design and implement a support infrastructure © Performance Equations Ltd. All Rights Reserved. 25
    • Successful Performance DevelopmentHow to Build Organisational Performance Involve leaders at all levels as champions, teachers, mentors, and in linking learning and feedback to goals Engage heads, hearts and hands by providing a flexible mix of learning methods and approaches © Performance Equations Ltd. All Rights Reserved. 26
    • Successful Performance Development To discover more contact us atinfo@performance-equations.co.uk 01252 545 171 © Performance Equations Ltd. All Rights Reserved. 27