CREATING HIGH PERFORMANCE ORGANISATION

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CREATING HIGH PERFORMANCE ORGANISATIONS
High performance organizations aren’t born, they are made. Building them involves paying attention to customers and employees, innovating furiously and making quality a way of life .
-Ganesh Natarajan

BUSINESS DEFINITION
“An organization which has adopted a set of working practices deemed to enhance individual and organizational performance .”

Another Definition Of HPO

1. An agile organization where process, people and technology are in full alignment, and where
2. The greater good of all parties, whether they be investors, executives, management or line workers, is well served.
3. A high-performance business improves faster than its competition and sustains that rate.

Elements/attributes of high performance organizations
Stakeholder orientation-Customer focus
Professional stakeholder relationship management & excellent corporate image
Being the Employer Of Choice

2,Vision
Direction
Stimulating, clear and shared vision
Compelling business model
Winning and differentiating strategy
Clear communication of direction throughout organization

3Level 5
Leadership

Ability to attract & retain right leadership talent at all levels / “Employer of choice”
Top management focus on people development
Exemplary leadership behavior (walk-the-talk)

4Culture
Values & principles & philosophies being lived
Productive & diverse working environment4
People feel valued and rewarded
Highly engaged employees / pride with the organization

5Core
capabilities
3 - 5 capabilities
Ability to execute of strategy
Innovation 1
Clear distinctive functional excellence 2
Learning & adaptation

6 Accountability & Control
Lean and efficient structure; Clear roles & responsibilities4
Flat hierarchies, therefore fast & responsive
Ambitious performance / stretch targets
Performance management
Recognition & appreciation (financial and non-financial) linked to performance
Poor performance managed


7Structures,
Processes & Systems
Benchmarked, world class structures, processes & continuous improvement 3
High performing IT & Management Information (MI) systems
High quality management information enabling rapid & accurate decision making
Efficient IT-productivity systems supporting core capabilities
State of the art “organization structures”


The 8 Core Competencies
Organizational Stewardship
Systems Thinking
Creative Thinking
Flexibility/Adaptability
Customer Service
Interpersonal Effectiveness
Personal Mastery & Technical Skills


1Organizational Stewardship
Committed to the mission and vision of the organization, shows a concern for co-workers and customers, uses resources wisely, & supports others in their work.

Systems Thinking
Able to see the relationship of the part to the whole, to know how one’s actions affect others, grasps the “big picture”, & encourages teamwork.

Creative Thinking
Thinks “out of the box,” open to see alternative solutions, challenges assumptions, encourages & supports new ideas, & takes appropriate risks.

Personal Mastery
Assumes responsibility to assess one’s strengths and needs, plans continued growth and learning, balances competing priorities and demands, & actively seeks feedback from others.

Technial Skills
Displays skills and abilities to perform assigned tasks, including basic literacy and computer skills, & participates in measuring outcomes of work.

Interpersonal Effectiveness
Communicates clearly, listens actively,anticipates customer needs, contributes within group projects, & coaches others in their learning and development.

Customer Service
Committed to exceeding the customer’s needs, understands the customer’s perspective, & uses customer feedback to improve individual performance.s

The Differences in Organizations:
A Traditional vs. High Performance Organization -1
Traditional Organization Exemplar (HPS/HPO/HPWS) Organization
“Reacts” to changes in the External Business
Environment

Undefined or strong organization culture

Undefined/No leverage of core capabilities

Local/Regional in Scope and Vision Direction

Traditional/same-old business model

Change from the top only

Driven by the External Business Environment



Low to average growth rate (5-10%), profitability,
stock price, 90-95% First Pass Prime
Capabilities to predict changes in the
External Business Environment

Adaptive organization “Culture”

Leverages Core Capabilities

Global Scope and Vision Direction

Re-acting and Changing Business Models

Changes are Bottom-up and Top-down

Driven by Internal Forces and Customers/
Consumers/Markets (External Business
Environment)

High growth rate (15%), profitability, stock price,
100% First Pass Prime


How To Measure HR Contribution
Traditional metrics
Staff turnover
Absenteeism
Equality and diversity
Training spend
Number of job applicants per vacancy
Speed of recruitment campaigns


NEW MEASURES
Return on Investment of new recruits
Subjective quality of staff
Evidence of HR shifting senior management approaches
Be careful not to ‘over-measure