This document outlines the key components of building a high performance company, including planning and talent acquisition, onboarding, career management, performance evaluations, and project management. The steps described are identifying job needs, hiring effectively through interviews and assessments, onboarding and training new employees, developing employees' careers through training and leadership programs, conducting regular performance evaluations, and managing projects through goal setting, strategy and tactics, and addressing underperformance. The overall approach presented is focused on attracting and developing top talent to achieve business objectives.
2. 3. Career
Management
Training
Performance
Management
Leadership
Development
Organizational
Development
How to Build a High Performance Company Flowchart
Identify need/
create & create
Job Description
Define how to
hire
Design Interview
Questions
HR person
pre-screen
Director of Team
CEO (fit)Direct
Report
Skill Set
Manager
Skill Set
2.
Onboarding
Tools to new hires
Training specific
to job being hired
QA System
Communication
vision, mission, an
d values
SOP
4.
Evaluations
Self Management
Match/ Δ
SOP
Values:
Objective
s of how
Define:
3 Strategies
5 Tactics
Quarterly
Meeting
Define the
options when
someone is not
at 100%
Delegate or
Train
Project Management
SOP
1. Planning & Talent
Acquisition
3. TalentAcquisition
Planningand
Identify need/
create & create
Job Description
Define how to
hire
Design Interview
Questions
HR person
pre-screen
Director of Team
CEO (fit)
Direct
Report
Skill Set
Manager
Skill Set
1. Planning & Talent
Acquisition
4. Job Description
• Performjob analysis.
• Gather appropriatepeople for the task
• (the manager to whom the position will report, direct reports, etc)
• Create “easy to read” job description.
• Use job descriptionas basis for an employee development plan.
TalentAcquisition
Planningand
5. • Who’s going to interviewthe candidate?
• What skillset are we lookingfor?
• What work style works for our company?
• What socialstyle fits the positionwe’re lookingfor?
• How do we define whether someone is a good fit?
Definehowtohire.
TalentAcquisition
Planningand
6. Develop interview questions
• These questions should determine:
• Skill set of candidate, i.e. your resume says you’ve done xyz, tell me more…
• Work ethic and style, i.e. what type of environment do you work well in?
• Candidate’s sociability, i.e. do you prefer to work by yourself or with other people?
• Whether candidate will fit in at the workplace
TalentAcquisition
Planningand
7. HR pre-screens candidates
• Individualinterviews a pool of candidates with either a pre-screen
questionnaire,phone interview, in-personinterview, any of the above
• Developquestions to validateresults submitted by the candidate inthe pre-
interviewself-assessment
• Developquestions that would help determine whether the candidate is a
good fitfor the company culture.
TalentAcquisition
Planningand
8. Team interviews top three candidates
• Supervisorwill evaluate candidate’s skillset
• Directreport will evaluate the candidateon skillset and socialstyle
• CEO evaluates whether candidatefits company culture
• Each person gets veto rights on the candidate
TalentAcquisition
Planningand
10. Communicate Company Identity
• Enlightenthe new hireon the company’s
• History
• Mission
• Values & Standards
Onboarding
11. Tools for the new hire (logistics)
• Assignwho will be responsiblefor taking the lead for trainingnew employee
• Handbooks
• Benefits
• Business hours, ground rules and dress code (if applicable)
• Map
• Technology Resource List with Administrators
• Introductionto the team
• Hyperlink list of co-workers with pictures
• Doorkeys / access badges
Onboarding
12. Training Specific
• Reviewstated goals and skillsfrom job description
• Gap-analysisbetween stated and needed skills
• Planfor needed skillsdevelopment
• Set and agree upon goals for the evaluationperiod
• What to expect in the evaluationperiod.
• When and how will employeebe evaluated?
• What’s the form or format that will be used?
Onboarding
13. Quality Assurance for Team
• How often will feedback be given?
• Who will deliverfeedback?
• Isthe job deliveringin serviceto the goals of the organization?
Onboarding
15. Training
• Identifysomeone that has the potential to risewithin the company, have a
conversationto see what their interest is in.
• Do they want a career path? If so, develop a succession plan and career path for employee.
• Why is trainingbeing conducted? Task/jobspecificor organizationoriented?
• Trainingto be expert in my field– advancemy technical skills?
• Provideaccess to industry leadingtrainingtools / sessions
Employee Development Plan
CareerManagement
16. Leadership Development
• Appointyourself for a management role and ask support from management
• Ifnot self-appointed,how do you qualify
• Peer nomination?
• Supervisor nomination?
• Anonymous nomination?
• Relate to the organization’sstated mission,visionand values
• ExecutiveCoaching!
• Have people compete for a position but
Employee Development Plan
CareerManagement
17. Performance Development
• Identifyneeds by providingongoing feedback and performancereviews
• Establishclear and concisegoals on performance
• Holdemployee and/or team accountable
• Recognizepositivework, and identifyqualitieslacking
• Identifytrainingtools to address developmentareas of employees
Employee Development Plan
CareerManagement
18. Organization Development
• What is next level up for the entire Organization?
• Defineand openly state the overallstrategies for the organization;this must
be distinctlyreviewed and renewed on a known schedule or stated
milestones.
• Communicatefuture goals clearly,and recognizeexcellent teamwork.
• Maintaincommitmentand focus to new project.
Employee Development Plan
CareerManagement
20. EmpiricalEvaluation
• Evaluationis done on self
• Directsupervisorconducts the evaluationon the employee
• Identifywhere there is a match
• Identifywhere there is not a match and develop a plan of action
Evaluations
21. ValuesEvaluation
• So you got the project done, and …how didyou get there?
• Were your actions in line with the values of the organization?
• Did you get your objectives completed while maintaining the values of the organization? I.E.
1. Customer’s first
2. Respect
3. Speed
4. Safety
5. $$$$$
Evaluations
23. Define3strategiesand5tactics
• Define3 strategies
• Consistently making core directional choices that will best move you forward
toward your hoped-for future
• Grow top line sales
• Decrease manufacturing costs
• Be a public traded company
• Define5 tactics
• A specific action to implement the strategy.
• Tactics must be feasible, impactful, and timely
• Tactics should also defines who, what, and when
ProjectManagement
24. QuarterlyMeetings
• Reviewstated goals & objectives
• Comparewhat happened to achievedgoals & objectives
• Debrief:What worked? What didn’t work?
• Set goals for
• Next quarter – very specific with specific actions and personnel assignments
• 6 months out – planned goals
• 9 months out – outline goals
ProjectManagement
25. Decidewhattodowhenanemployee
isnotperforming
• Determineif the employee understands what is expected of them.
• Identifyspecifickey performanceproblemareas.
• Identifytrainingrelating to key problems.
• Set several short term, achievablegoals.
ProjectManagement
26. Delegate,Train,orSupplement
• Ifthere is a gap inthe capacityof an individual,if so train from the inside
(peer to peer training)or trainfrom the outside (get a trainer).
• Ifpossible,delegate responsibilitiesto other team members
• Isthe group/department on target to achievegoals?
ProjectManagement