Creating a High Performance Culture for Competitive Advantage
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Creating a High Performance Culture for Competitive Advantage

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In this webinar, Joydeep Hor the Managing Principal of the fastest growing workplace relations firm in Australia, People + Culture Strategies brings his 17+ years' experience in advising some of......

In this webinar, Joydeep Hor the Managing Principal of the fastest growing workplace relations firm in Australia, People + Culture Strategies brings his 17+ years' experience in advising some of the world's largest corporations on what it takes to introduce a high performance culture.

What is your organisations currently like? Joydeep lists several questions for a self-audit.

What have some organisations done to address this?

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  • 1. CREATING A HIGH PERFORMANCE CULTURE FOR COMPETITIVE ADVANTAGE Joydeep Hor 16 April 2014
  • 2. Overview A moment of introspection … What is a high performance culture? Audit – where are you at? Leadership Infrastructure Approaches Essential Performance Management Questions
  • 3. 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
  • 4. 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
  • 5. 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
  • 6. Getting the balance right Cultures motivating employees to succeed Cultures where Outcomes > Individuals
  • 7. 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?
  • 8. The importance of leadership Good leadership is important because organisations take on the traits and values of its leaders.
  • 9. 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)
  • 10. Infrastructure - Recruitment strategy Where it all begins Have you learnt from previous experiences Understanding the journey So many tools … so little time
  • 11. 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
  • 12. 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
  • 13. 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.
  • 14. 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?
  • 15. Approaches? - “The cull” Remove the bottom performers to keep the organisation “fresh”
  • 16. 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.
  • 17. Approaches? – Quadrant analysis CAN CAN’T WILL KEEP AT ALL COSTS INVEST INTRAINING WON’T ATTITUDE ADJUSTMENTS REQUIRED NEED TO BE EXITED
  • 18. Essential Performance Management •I want to know earlyImmediacy •I need specificsClarity •Take into account my circumstancesCompassion •Demonstrate that you are trying to turn my performance aroundSupport •Be genuine with me in what you say you have done, are doing and will doAccuracy •I know you have been performance managing in your mind but the clock started when you spoke to mePatience •If I am being exited for performance reasons do not treat me like a criminalDignity
  • 19. Questions – time permitting
  • 20. CREATING A HIGH PERFORMANCE CULTURE FOR COMPETITIVE ADVANTAGE Joydeep Hor Email: joydeep.hor@peopleculture.com.au