There are eight values that are critically important to developing an agile, productive organisation for the twenty-first century. Each of these values are shared by employees and management. Learn what these values are and how they can be implemented in your organisation. We also cover how these values can be measured and monitored. I share some practical strategies to assist organisations to embrace the values necessary for agile performance.

1. The 8 Values of Highly Productive Companies
Dr Tim Baker
tim@winnersatwork.com.au
www.winnersatwork.com.au

3. Seven dimensions of agile performance
Baker, T. (in press)
Performance Management for
Agile Organizations
(Palgrave Macmillan)

4. New Definition of Productivity

5. The Eight Myths Blocking Agile Performance
1. Job specification improves performance
2. Quality systems & processes guarantee good outcomes
3. The job description helps the employee understand their
organizational role
4. A business is best organized around functions
5. A satisfied employee is a productive employee
6. A loyal employee is an asset to a business
7. A technically competent workforce is the pathway to a
high performing business
8. Employees can’t be trusted with sensitive information

6. Psychological ContractPsychological Contract
Individual Organisation
I offer
I expect
The
organisation
expects
The
organisation
offers

7. Traditional psychological contract framework
• Baker, T. (in press)
• Performance
• Management for
• Agile Organizations
• (Palgrave Macmillan)
Baker, T. (in press)
Performance
Management for
Agile Organizations
(Palgrave
Macmillan)

8. People Management Practices
Baker, T. (2015). The
End of the Job
Description (Palgrave
Macmillan)
Performance-
focus

9. The Changing Employment Relationship Values
Old Values New Values
Specialised Employment Flexible Deployment
Internal Focus Customer-focus
Focus on Job Performance-focus
Functional-based Work Project-based Work
Human Dispirit & Work Human Spirit & Work
Loyalty Commitment
Training
Learning & Development
Closed Information Open Information

10. The New Psychological Contract Framework
Values
Expectations of Employee Expectations of Manager
Flexible Deployment
Customer Focus
Performance Focus
Project-Based Work
Human Spirit & Work
Commitment
Learning &
Development
Open Information
Willingness to work in a variety
of organisational roles & settings.
Serve the customer before your
manager.
Focus on what you do, not where
you work.
Accept yourself as a project-
based worker rather than a
functional-based employee.
Valuing work that is meaningful.
Commit to assisting the
organisational achieve its
outcomes.
Commit to lifelong learning.
Willing to show enterprise and
initiative.
Encourage employees to work in
other organisational roles.
Provide information, skills &
incentives to focus externally.
Link rewards and benefits with
performance rather than
organisational dependency.
Structure work around projects
rather than organisational
functions.
Provide work (wherever possible)
that is meaningful.
Commit to assisting employees to
achieve their personal objectives.
Enter into a partnership for
employee development.
Providing employees with access
to a wide range of information.

11. Functional & Matrix Models

12. Customer-centric model
Baker, T. (in press)
Performance Management
for Agile Organizations
(Palgrave Macmillan)

13. Initiative Paradox
Baker, T. (in press)
Performance Management for
Agile Organizations
(Palgrave Macmillan)

14. Corporate Culture Change Cycle

15. Congruence Between the Three Organisational Perspectives

16. Congruence Between the Three Organisational Perspectives

17. Statistical Representation

18. Free Webinars
• Attracting and Retaining Talent: Becoming an Employer of Choice (March)
• Maximising Your Impact: Getting What You Want Ethically and Honestly (April)
• Performance Conversations that Make a Difference (May)
• Converting Job Descriptions to Role Descriptions for Better Performance (June)
• The 8 Performance Myths Holding Organisations Back from Optimal Performance (July)
• Building Trust and Performance Through a Culture of Conversation (August)
• The 4 Strategies for Maximising Influence (September)
• The Five Conversations Framework: A Highly Effective Alternative to the Performance Review (October)
• Shifting from Performance Appraisal to Performance (November)
• Tools for Effective Feedback: Creating a Culture for Performance Improvement (December)
www.winnersatwork.com.a

19. Dr Tim Baker
tim@winnersatwork.com.au
0413 636 832
www.winnersatwork.com.au
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