building high performance teams vbc

Building High Performance Teams

Mar 2013

VentureBean Consulting Private Limited ©2013 Rajnish Singh

•  Human resources is one of the most important competitive advantage for most companies

•  Many companies face certain challenges in respect of human resource deployment and management

•  However, most companies have a firm belief that harnessing this important resource better can lead to significant improvement in performance and hence bottom line

Background

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March 22, 2013


Objective of the Interventions are: •  Establish the drivers for Performance •  Identify the Gap between Potential and Performance of Key

employees •  Benchmark the team on key competencies •  Inculcate current & relevant management frameworks •  Inculcate the need for growing skills beyond current set to align

personal vision with business goals •  Mentoring for selected employees to develop various skill sets/

competencies •  Improve Employee Engagement •  Help create an eco-system that encourages and sustains high

performing employees

Intervention Objectives

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Performance Drivers

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Effort =Performance xEnablers

Achievement on KRAs

Employee Engagement Willingness

The key is to understand the inter-dependence of the 3 drivers and the dependence of Performance on these 3 drivers Most organisations tend to lose sight of the wholistic picture and attempt to drive performance only through a few variables, most often only through reviews & financial rewards Lets understand more about each of the above 3 drivers

Ability x

Domain knowledge Competencies

Orgn. Eco System


Enablers

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Some of the key drivers to create the right enablers in the Organisation that drive greater performance are:

Business Model Brand Strength

Technology Product Portfolio

Processes Policies

Governance etc.

•  Organisations need to create an eco-system that has the potential to ‘inspire” employees and make it easier for the employees to succeed in their roles

•  There are many drivers that influence creation of Organisation Eco-system and each of these drivers need to be leveraged to its full potential

•  To begin with, a “diagnostics” of these drivers needs to be done followed by prioritisation of these drivers for actioning

•  Relevant stakeholders would need to be involved to ensure that the Organisation creates the necessary Eco-system for success/high performance

•  Sustenance of the Eco-system over time gets imbibed in the Organisation as its “DNA”


Ability

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•  There is a need to constantly upgrade both “domain” knowledge and competencies of each team member to ensure high performance

•  This is one of the most important drivers for performance, especially at senior and top management levels

•  Competency required for success at each role in the Organisation should be clearly identified and articulated

•  Employees must be encouraged to exhibit these competencies in their daily work activities

•  Evaluation of employees on these competencies should be a part of the Performance Measurement System in the Organisation

•  To begin with, a “diagnostics” of the team members need to be done to identify competencies gap

•  These identified gaps can be bridged through suitable one-to-one “mentoring” and/or Team Workshops


Employee Engagement Drivers

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Employee Engagement

Empowerment Recognition

Social Standing Workplace

Communication Career opportunities

Rewards, etc

Susta ined Employee Engagement is today one of the most important drivers for performance

Emotions on these could be driven by

employee perception

•  These Engagement drivers should be base-lined and then actions taken to create a sustained employee engagement for delivering higher performance


Tower Watson 2012 Global Workforce Study

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32,000 employees across 30 countries Engagement-Operating Margin Correlation

Will leave employer in the next 2 years

Senior leaders have sincere interest in their well being

Low Just under 10%

Tradi3onal 14%

High 27%

Low 40%

Tradi3onal 24%

High 18%

Low 18%

Tradi3onal 44%

High 74%


MSW Research & Dale Carnegie Training

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1500 employee survey in USA

3 Key drivers that impact employee engagement •  Relationship with immediate supervisor

•  Attitude and actions of the immediate supervisor can enhance employee engagement or can create an atmosphere where an employee becomes disengaged

•  Belief in senior leadership •  Take their inputs •  Lead company in right direction •  Openly communicate the state of organisation

•  Pride in working for the company


•  In Phase I, identify employees from the 2 immediate levels below each Head of Departments

•  CEO and HR Head should finalise the Departments that would be a part of this Intervention

•  Ideally, all employees upto 2 Levels down from the HODs should be considered for the next filter, unless there are exceptional reasons to exclude any employee

Suggested Roll-out

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•  All identified employees should be mapped in the Grid below

•  HODs and HR should use the performance data over the last 3 years to plot each employee on the Performance Grid

•  The HOD and the HR should debate and plot each employee on the Potential Grid

•  Review of past performance data and through one-on-one interviews/meetings, placement of each employee on the over Grid should be again validated

•  Based on above, about 15 employees should be selected for Phase I of the Intervention

Employee Mapping

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High

Medium

Low

Low Medium High

Performance

Pote

ntia

l To ensure that they Continue to be High

Performers

To ensure that they get into High

Performance Zone


•  Assessment of HODs should be done in the following areas: –  Interpersonal Skills assessment –  Access Management assessment - Assessment of practices that support

employee involvement –  Power Management assessment - Assessment of Management of

Influence Dynamics –  Personnel Relations assessment - Assessment of communication

practices –  Management Style assessment - Assessment of management practices –  Management of Motive Index - Assessment of how Self and Co-workers

manage work incentives •  The above assessments should be done through well proven tools •  Based on the results of the above assessment, feedback to be

provided to HODs one-on-one •  In consultation with the CEO and the HR Team, identify & implement

actionables for improvement in key impact areas for each HOD

Top-down Approach-HODs Intervention

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•  Here the focus would be to ensure that these employees continue to be in the Hi Pot-Hi Perf category

•  For the selected employees, identify the following –  Gaps – competencies, domain knowledge –  Motivation drivers –  identify potential areas of dis-satisfaction

The above can be done through a combination of Team activities, individual interviews, review of 360 Deg Feedback

•  The above when assessed on –  Competencies Grid for current and next role

will lead to identification on “work areas” for each employee through the Mentoring Process

•  Potential dis-satisfaction areas would be addressed in consultation with Top Management

•  Identify steps to further increase engagement for each employee

Hi Pot-Hi Perf Intervention Plan

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•  For the selected employees, identify the following: –  Expectations from Boss/Company –  Challenges being faced in delivering High Performance –  Gaps – competencies, communication, domain knowledge, role

clarity, KRAs –  Motivation drivers

The above can be done through a combination of Team activities, individual interviews, review of 360 Deg Feedback

•  The above when assessed on –  Company’s expectations –  Role KRAs –  Competencies expectation, current and next role

will lead to identification on “work areas” for each employee through the “Mentoring” Process.

Hi Pot-Med Perf Intervention Plan

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•  Most Managers tend to focus their energies on High Performance Employees as Effort-Reward metric is perceived to be more favourable.

•  As Organisation resources are limited, most financial/non-financial rewards are focused on “performing Employees”, thereby creating a sense of alienation among a large section of employees

•  Organisations run the risk of being dependent on “Stars” if collective performance of “Average” employees are not enhanced

•  Large businesses need to succeed through “Average employees delivering exceptional results” which can be achieved only by a thorough understanding of Performance Drivers

•  Raising the performance levels of “High Potential” employees need specific focus and sustained effort

•  VentureBean has understanding and credentials to deliver this Intervention

Why VentureBean?

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If you would like VentureBean to help your Organisation build a High Performance Team, please contact us at

[email protected]


Thank you

building high performance teams vbc

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