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