There is no linear equation to follow when creating a high-performance culture. Organizational success is a product of the right conditions.
Almost 70% of CEOs now recognize that the internal culture of the organization is one of the greatest sources of competitive advantage. The company’s processes, technology, and strategy can be copied, while the DNA of an organization cannot be reproduced.
After understanding this factor, many organizations are turning to a cultural change to boost growth and future performance. A high-performance culture is defined as an organization that performs better than its competitors and/or peer companies in terms of business performance, innovation, employee productivity, and commitment, over a sustained period of time.
For now, let’s focus on how companies can take advantage of the best performance management practices to build a winning culture. The primary step is to clearly define what high performance means for your team. The way you define and measure performance will determine the practices you implement to achieve it. Unfortunately, this is where many organizations are wrong. They emphasize high performance but never define it, or define it but never create support processes to promote it.
Inspiring your employees to give their best every day requires a little more than SMART goals and gift cards. Although it would be amazing if it were different, there is no linear equation to develop a high-performance culture. Instead, to create a system that inspires maximum performance, you must create the right conditions.
These keys will help you create an environment that encourages perpetual and continuing administration of performance:
Purchase and Induction to The System
Since employees receive information from their managers, the change and the likelihood of maintaining it will depend solely on the participation of key stakeholders. If there is even a hint of doubt regarding the benefits, no amount of persistence will help. Team Leaders must see that continuous performance management is worthy of their time, energy and resources.
The purchase and adoption of the system come from clarifying intentions and expectations. The motivation comes from the effective communication of the vision and the commercial impacts of the improved organizational performance.
Rich in Culture Feedback
Having more regular conversations about performance is much easier in environments where people are already used to giving, receiving and seeking feedback. Although many organizations say they are friendly with feedback, the truth is that many managers are not trained or responsible for giving feedback.
Culture Oriented Goals
It is difficult to have scheduled feedback conversations on a regular basis in an environment, where the objectives and the way in which those objectives align with the mission of the company, are ambiguous.
Goals are not only important for structured performance meetings but also to provide meaningful feedback that stays. Feedback outside the context of the objectives is less effective.
Interpersonal Quality Relations
The more employees and managers trust each other, the more effective the performance conversations will be. To build trust, managers should:
- Show a level of confidence in the employee’s ability to achieve their goals, learn from feedback and develop their skills.
- Reward and thank employees for making improvements and contributions.
- Be transparent and consistent in recognizing and reviewing employee performance.
- Be aware of the tone and ensure that the conversations continue to be encouraging and supportive.
Training on Feedback
There comes a time when your best employees seek the next step in their careers. Given the fear of losing them, many organizations promote employees based on non-administrative skills. However, putting performance management and feedback responsibilities in the wrong hands could significantly affect the morale of your employees. Make sure your managers receive high-performance culture training on how to be effective coaches and give them the tools to support the process.
Transparency in Talent Decisions
To mitigate feelings of favoritism, hidden agendas, and unfair methods, it is essential that organizations provide transparency around talent management practices. Employees need to be aware of how performance data will be used to determine career progression, compensation adjustments, and development opportunities. When employees understand how they will be evaluated, they will be more open to discussing their concerns that could affect their performance.
Well Defined Feedback Systems
As managers, we know that these employees have a million other priorities, and that is why there must be a clear performance management structure that allows managers and employees to have regular feedback conversations. Otherwise, we all know that it will never happen. It is also important to have a centralized system to record the key conclusions of the conversations.
Continuous Evaluation and Administration of the Program
Performance management is not just another initiative to be set in motion. Since it requires a significant culture change, it must be continuously monitored and improved. Be sure to record the feelings of the organization around end-user satisfaction, the frequency, the impact of feedback conversations, as well as increases in individual and team performance.
If you want to continue talking about the cultural change in your organization and how to deal with it in the best way, click here. We, at The Global Brand Academy, are happy to listen to your problems and offer effective solutions. For more info, Email us at Jerome@jeromejoseph.com or Call +6592716973.