Outline – Performance Management Basics

Suggested Length: Four Days

Performance Management Basics

How To Build A High-Performance Organization

The growing need for a high performance organization

  • Factors driving the trend towards high-performance
  • Four market requirements for world-class products and services
  • How the switch to high-performance affects existing processes
  • Clearing away the dogmas and mental boundaries of the past

Adopting a High-Performance Organization view

  • Gaining a broader systems and long-term view of performance
  • Unifying interdisciplinary and cross-functional perspectives
  • Improving the capacity to add value to processes, products and services
  • Applying a strategic focus when aligning your organization for high performance
  • Developing a common and shared business model throughout the organization

Cultural elements that lead to HPO success

  • You must unlearn what you have learned
  • Constructing a new logic and way of thinking about work
  • Assessing your organization’s readiness for a high-performance approach
  • Establishing trust as the common currency for achieving high performance results
  • Getting people committed to excellence
  • Creating a culture that learns from taking risks and exploiting new opportunities

A superior workforce – the key ingredient of an HPO

  • You can’t change your organization without changing people – and vice versa
  • HPO assumptions about the new role of employees
  • Four factors of human capital that determine your capacity for high performance
  • Trends and best practices in workplace learning and performance management
  • Helping employees continually acquire and use new knowledge

Basic principles for designing of an effective HPO

  • The four design needs every high performance structure must meet
  • Critical success factors of a high performance design
  • Why project-based management does well in an HPO
  • The importance of getting input from stakeholders when designing your HPO
  • Job elements that add real value, not just work
  • Organizing people and core work processes around the customer
  • Besides people, what is optional and what is essential in an HPO?
  • Creating systems to maintain a flow of performance feedback
  • Strategies for increasing employee empowerment
  • Developing an agile structure that quickly responds to changing environments

Organizational disciplines that support the HPO

  • Business Intelligence and sensitivity to external changes
  • Optimizing the value of IT and a knowledge-centric organization
  • Filling the employee talent pipeline through employee development
  • Improving the link between performance and reward
  • Smart sourcing and managing the value chain

Implementing the HPO change initiative

  • Deciding how and where to begin
  • Criteria for choosing the right change model
  • Core competencies needed to operationalize the high performance strategy
  • Anticipating and removing stumbling blocks
  • Preparing people for new roles, expectations, and ways of doing things
  • Establishing systems for sharing data and performance indicators
  • Approaches for accelerating the transformation to an HPO
  • Leading the change
  • How leaders obtain extraordinary results from people in an HPO
  • Assessing your ability to lead the change effort
  • Adopting a leadership style that has the most positive effect on change
  • Sustaining the vision and plan through continual communication
  • The leader’s role as coach, mentor, and model for what is expected
  • How a low emotional quotient (EQ) can bring a quick halt to your HPO plans

Forming and managing high performance teams

  • Principles of team structures that fit the HPO
  • Qualities to look for when assembling a high performance team
  • Five characteristics of successful teams
  • The prime directive of the team – maximizing enterprise through learning
  • Managing and coordinating the work of the team
  • Adapting the team’s processes to meet the pace of change
  • Building collaborative relationships and alliances

Evaluating your high performance organization

  • Benchmarking best practices
  • Metrics that tell you if you’re really performing at higher levels
  • Shedding what is no longer useful
  • Transforming what you have learned into improved performance

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