PRESENTATION IS USEFUL FOR BUSINESS LEADERS CORPORATE EXECUTIVES TO DEVELOP HIGH PERFORMANCE CULTURE; THIS IS BASED ON THE RESEARCH OF MBA/BBA/PGDM STUDENTS OF RATAN GLOBAL BUSINESS SCHOOL UNDER THE GUIDANCE OF DR ARYA SRI

1. DEVELOPING HIGH PERFORMANCE
WORK CULTURE
Special thanks to
Dr Arya Sri’
Former Director
SSIM
JNTUH
Dr. B RATAN REDDY RATAN B SCHOOL HYDERABAD
INDIA www.srgi.info

2. What is High performance Work culture?
Many organizations have "fun" or "vibrant" cultures.
But relatively few manage to make their business
objectives and their overall vision live and breathe
through their employees, from senior executives to
the front line.
Great organizations foster a passion for the business
that encourages people to give their best and at the
same time creates a more fulfilling workplace for the
employee.
Dr. B RATAN REDDY RATAN B SCHOOL HYDERABAD
INDIA www.srgi.info

3. Organisations with high-performance values and
behaviors inspire loyalty from employees, who
want to stay and be part of a team. They create
advocates, who are positive about the business to
customers, colleagues and recruits.
They generate commitment to go the extra mile,
and to do the right thing, rather than necessarily
just the easy thing.
Dr. B RATAN REDDY RATAN B SCHOOL HYDERABAD
INDIA www.srgi.info

4. High-performance organizations don't take culture for
granted; they manage it. That's a tall order, because
it requires engaging people's inherent beliefs-about
the value they place on their work and contributing to
a common enterprise.
High-performance cultures also show a strong
capacity to change-a critical attribute since
organizations must continue to evolve as strategic
goals shift.
Dr. B RATAN REDDY RATAN B SCHOOL HYDERABAD
INDIA www.srgi.info

5. How to Achieve a High Performance Culture?
In a high-performance work culture, the organization
meets these criteria:
1. People know what has to be done (outcome of
clear goals).
2. They know why it must be done (outcome of
clear vision).
3. They can develop an effective plan to carry it
out.
4. They have access to the resources to execute
the plan.
Dr. B RATAN REDDY RATAN B SCHOOL HYDERABAD
INDIA www.srgi.info

6. 5. They are alert to cues and feedback that show
them the effectiveness of their efforts -- and are
able to make adjustments.
6. They maintain energy and enthusiasm despite
difficulties.
7. They feel recognized for their contributions.
High-level job performance results in high
employee commitment.
Dr. B RATAN REDDY RATAN B SCHOOL HYDERABAD
INDIA www.srgi.info

7. What factors affect High Performance
Work culture?
• Employee morale
• Commitment to the organization
• Adaptability to change
• Environment for innovation
• Satisfaction with work content
• Workload and productivity
• Commitment to quality
Dr. B RATAN REDDY RATAN B SCHOOL HYDERABAD
INDIA www.srgi.info

8. • Compensation and benefits
• Evaluation of job performance
• Immediate manager's people skills
• Immediate manager's "task" skills
• Cooperation and teamwork
• Employee involvement
• Formal communications
• Career opportunity
• Working conditions
• Job security
Dr. B RATAN REDDY RATAN B SCHOOL HYDERABAD
INDIA www.srgi.info

9. Are You Thinking of High Performance?
• Develop a supportive culture
• Never try to teach people to use new tools without
changing the systems
• Develop leadership
• Develop the ability to change the systems, and
their resultant work practices
Dr. B RATAN REDDY RATAN B SCHOOL HYDERABAD
INDIA www.srgi.info

10. • inspire them to higher levels of performance
• Develop a shared vision of what a high performance
workplace looks like.
• Systems change shapes and shifts a culture
• More people equal more emotion, and with the right
systems in place, you are in a much better position to ensure
that the emotions you generate will be highly positive, as
opposed to largely negative.
A high performance work culture results in consistently great
results.
Dr. B RATAN REDDY RATAN B SCHOOL HYDERABAD
INDIA www.srgi.info

11. Driving a High-Performance Culture
Become the change agent for creating a high-performance
culture.
• Build organisational capability and to drive business
performance leading to results.
• Measuring and rewarding the desired outcomes.
• Performance, execution and delivering results permeate the
organisation.
• Let there be clear rewards for high levels of performance, and
consequences if results are not delivered.
• Focus in this environment on talent and leadership acquisition
and development.
• Set your expectations on excellence in the leadership team and
a consistency in how leaders function and take responsibility for
results
Dr. B RATAN REDDY RATAN B SCHOOL HYDERABAD
INDIA www.srgi.info

12. •Be part of the leadership team at all levels, focusing
on organizational priorities, rather than just people
issues.When this is working, the entire enterprise sees
the importance of people and leadership and HR
becomes a contributor at a much higher level and with
much more influence.
Finding a way to compete for talent, create a good
working environment, help the workforce develop
new skills, formalise rewards systems, and comply
with applicable regulations. These key activities lead
and drive to cultural development.
Dr. B RATAN REDDY RATAN B SCHOOL HYDERABAD
INDIA www.srgi.info

13. If you recognize the importance of a sustaining a high-
performance culture as a competitive advantage, you
will become one of the best performers.
Changing the culture requires the efforts of everyone in
the enterprise. It is sometimes better to work to shape
the culture in a natural evolution, rather than to try to
change deeply ingrained working styles and
behavioural norms.
With support of the senior team, you can begin to
define what the current cultural status is and how it
adds or detracts from the organizational objectives.Dr. B RATAN REDDY RATAN B SCHOOL HYDERABAD
INDIA www.srgi.info

14. We can determine whether or not the culture
attracts, retains and engages the right talent.
We can identify the best parts of the culture,
and the undesirable aspects can be
discussed.
One way to accomplish high performing work
culture is to conduct a cultural assessment
or audit of your organisation through
employee surveys, focus groups or
interviews.
Dr. B RATAN REDDY RATAN B SCHOOL HYDERABAD
INDIA www.srgi.info

15. Review your organizational history,
leadership styles, HR programming and
industry practices to determine what
currently drives and reinforces the culture.
Finally, what is your customer experience?
What cultural elements are obvious to
customers?
Is culture aligned with business strategy?
Where are the disconnects? What needs to
change?
This can be the basis for healthy discussion
at team meetings and employee chat
sessions.
Dr. B RATAN REDDY RATAN B SCHOOL HYDERABAD
INDIA www.srgi.info

16. Some Hints
Develop a organisational case for cultural
change. Why is the change needed? How will
desired changes in culture support the
organisational strategy?
Work with the senior leadership team to
determine the desired culture. Core values,
desired behaviours and shared vision are
essential for a positive culture change effort to
succeed. Every leader must embrace the need to
change, or it won’t happen. Senior leaders must
make new behaviours their way of life to reinforce
desired change.
Dr. B RATAN REDDY RATAN B SCHOOL HYDERABAD
INDIA www.srgi.info

17. Develop an agenda or action plan for
enhancing the culture or bringing about
change. Start with the highest priorities and work
on the toughest issues. For your culture to become
self- replicating, the way things are done will have
to reinforce the core values and the culture.
Communicate what needs to change and why.
Solicit input from people. Once the needed changes
and process for change is defined, tell people what
is expected. What are the rewards for changing, and
the consequences for more of the same.
Dr. B RATAN REDDY RATAN B SCHOOL HYDERABAD
INDIA www.srgi.info

18. If necessary, Change the organisational
structure to enable change. Find new ways to
accomplish work tasks. Use teams for one-time
projects. Broaden roles and responsibilities.
Acquire talent based on cultural fit. Identify the
characteristics of people who exhibit those
behaviours that you’ve identified as desirable. The
people who fit and thrive in your culture will
perpetuate that culture in everything they do. If
you have to choose between the candidate who has
better skills or knowledge but doesn’t fit, and a
candidate who is slightly less qualified but fits
culturally, choose the slightly less qualified person
and provide the necessary training or on-the-job
experience. Get rid of those who don’t fit in the
culture.
Dr. B RATAN REDDY RATAN B SCHOOL HYDERABAD
INDIA www.srgi.info

19. Redesign your on-boarding process. Make sure that every
new hire knows what it will take to fit in, and understands the
cultural imperatives. Talk about the ways of working that lead
to success and those that will derail careers. Create legendary
stories of successes and failures.
Create cultural messages. Be sure that every meeting, every
training program, every communication to people includes
cultural messaging and reinforces the values, mission, traditions
and practices.
Involve everyone. Southwest Airlines has a culture
committee, but there are many ways to get people involved.
Try focus groups around topics. Form cross functional teams.
Call random groups of employees together for monthly
breakfast or lunch meetings. Engage the help and support of a
group of passionate, committed people to identify cultural
disconnects and recommend remedies.Dr. B RATAN REDDY RATAN B SCHOOL HYDERABAD
INDIA www.srgi.info

20. Build an internal brand that supports the
external brand. Make a promise to deliver a
consistent employee experience. Be sure that
your employees know the differentiating
elements in their experience in the organisation
that will enhance their work lives and careers.
Begin to create an employer of choice reputation
internally and externally.
Recognise and reward results. Your
recognition and rewards should support the
culture that you are working to reinforce.
Dr. B RATAN REDDY RATAN B SCHOOL HYDERABAD
INDIA www.srgi.info

21. Cultivate leaders who promote your culture.
Develop excellent leaders who will propel the
culture down the ranks. Identify high potential
leaders and promote them. Invest in leadership
development programs. Be sure content
reinforces cultural messages. Keep the good
ones, and get rid of those who are unable to pass
the culture on.
Make it interesting and fun. Create contests,
activities that enhance the culture. Decorate the
office in inspiring ways. Celebrations and events
can reinforce the message.
Dr. B RATAN REDDY RATAN B SCHOOL HYDERABAD
INDIA www.srgi.info

22. Use tools such as Performance review forms etc. Every
training class should reinforce the basic behaviours and
values that reinforce the culture. Performance review forms
should measure cultural fit, as well as, job performance.
Culture has to become the DNA that forms the building blocks
over everything else. So the entire organisation must have a
role in keeping it alive.
Work with corporate communications, advertising, and
marketing to capture the culture messages and tout these
internally and externally.
Work with your legal department to demonstrate the
company culture by developing ethical standards and a code
of conduct that is not just in compliance but also the right
thing to do.
Dr. B RATAN REDDY RATAN B SCHOOL HYDERABAD
INDIA www.srgi.info

23. Any Questions?
Dr. B RATAN REDDY RATAN B SCHOOL HYDERABAD
INDIA www.srgi.info