The document discusses how organizations can help employees thrive through building vitality and learning. It identifies four mechanisms for creating thriving employees: providing decision-making discretion, sharing information, minimizing incivility, and offering performance feedback. These mechanisms help employees feel empowered, informed, respected, and able to continuously learn and improve. When organizations implement these strategies, employees are more productive and the organization overall performs better.

1. Creating Sustainable
Performance
Presented by:
Talvinder Kour

2. Introduction
 Harmonisation of financial, environmental and social objectives
 Happy employees are more productive
 Thriving employees have better overall performance
 Two components of Thriving:
 Vitality
 Learning
 The combination delivers results and find ways to grow

3. Howorganizations can help employees
thrive ?
 Build vitality and learning
 Leaders and managers can jump-start a culture
 Four mechanism that creates the conditions for thriving employees
 Providing decision-making discretion
 Sharing information
 Minimizing incivility
 Offering performance feedback

4. Providing decision-making
discretion
 Ability to take decisions affect the work of employees
 Alaska Airlines created a culture of empowerment unlike to the
airline industry
 Meet individual needs with on-time performance
 Southwest’s reputation for having a fun and caring culture
 Facebook employees are encouraged to “Move fast and break things”
 Freedom to solve problems on their own
 Mistakes create the best conditions for learning

5. Sharing Information
 Effective contribution when work fits with organization’s mission
and strategy
 Alaska Airlines chose to invest management time helping
employees gain broad view on company’s strategy
 At Zingerman’s, information is as transparent as possible
 Rule of open book management
 The greeter game challenge
 Increase in frontline employees’ sense of ownership
 Build trust contributing to better performance

6. Minimize Incivility
Experience of uncivil behaviour at work decrease the overall performance
One-third decrease the quality of work
Two-third waste time avoiding offenders
Incivility prevents people from thriving
In hiring process, background check is done
Strong interpersonal skills and emotional intelligence as prime criteria
Leaders at Caiman Consultancy attributes culture as the firm’s 95% retention
rate
A single bad player can set the culture awry

7. Offering performance feedback
Feedback creates opportunity for learning
The Zingerman’s huddle – performance calculator
Quicken Loans uses kanban dashboards to track performance
 Dashboards are like video game’s ranking of high scores
Continuous feedback energizes and promotes growth
O’Melveny & Myers lauds the use of 360-degree evaluation
Carla Christofferson after evaluating herself, turned to be the role model

8. Conclusion
Individual strategy for thriving:
Take a break
Craft own work to be more meaningful
Look for opportunities to innovate and learn
Invest in relationships that energizes
Recognize that thriving can spill over outside the office