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IN TOUGH TIMESBEATING THE COMPETITION THROUGH A HIGH PERFORMING CULTURE
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IN TOUGH TIMES
BEATING THE COMPETITION THROUGH A
HIGH PERFORMING CULTURE
M. Mudassar AqilM. Mudassar AqilJuly 22, 2009July 22, 2009
Culture is the soul of an organization
Values
Mindsets
Behaviors
91% of 1,200 senior executives globally 91% of 1,200 senior executives globally rated rated
Culture as important as strategy for Culture as important as strategy for businessbusiness
success.success.
Bain & Co. Survey of Management Tools & Trends, 2007Bain & Co. Survey of Management Tools & Trends, 2007
““The fact is, culture eats strategy for The fact is, culture eats strategy for lunch.”lunch.”
Richard Clark, CEO, MerckRichard Clark, CEO, Merck
68%Leaders who believe their culture is a source of competitive advantage
65%Believe they need to change it
81%Believe that an organization that lacks a high performance culture is doomed to mediocrity
10%But fewer than 10% succeed in building one!
Source: Building a winning culture; Bain & Co. Survey, 2007
Creating a high performing culture
i.i. Set expectationsSet expectations
ii.ii. Align the teamAlign the team
iv. Communicate and celebrateiv. Communicate and celebrate
iii. Focus on results & build accountabilityiii. Focus on results & build accountability
Source: Building a winning culture; Bain & Co. Survey, 2007
FOCUSING ON RESULTS FOCUSING ON RESULTS
&&
BUILDING ACCOUNTABILITYBUILDING ACCOUNTABILITY
PERFORMANCE MANAGEMENTPERFORMANCE MANAGEMENT
PERFORMANCE MANAGEMET
is not about a new appraisal form…is not about a new appraisal form…
IT IS ABOUT:IT IS ABOUT:
- Managing the process to control the outcome- Managing the process to control the outcome
- Discipline to align efforts from top to bottom- Discipline to align efforts from top to bottom
PERFORMANCE MANAGEMENT – UNDERSTOOD BUT NOT PRACTICED
1.1. Lack of clarity & direction Lack of clarity & direction
2.2. Organizational goals poorly cascaded downOrganizational goals poorly cascaded down
3.3. Wide ranging complaints of subjectivity Wide ranging complaints of subjectivity
4.4. Performance reviews more of a chore than value Performance reviews more of a chore than value addadd
1.1. A sole focus on organizational KPI’s A sole focus on organizational KPI’s
2.2. Inability to Manage Inability to Manage processprocess
3.3. Continued surprises with poor/unintended Continued surprises with poor/unintended outcomesoutcomes
4.4. Frustrations all around! Frustrations all around!
WHERE SHOULD YOU START?
1. Assess where your organization stands on the PM learning curve.
2. Construct a system that is simple
3. Train every manager
4. Make no exceptions in enforcement
5. Continue selling!
“What” Work Is
Done
“How” the
Work is
Donex = Performance
Outcomes
PERFORMANCE MANAGEMENT AT BANK ALFALAH
GOALS(5-7)
WHATJOB OUTPUTS
70%
COMPETENCIES (6)
HOWBEHAVIOURAL INPUTS
30%
Simple Rating Scale
Rating Rating CategoryCategory DefinitionDefinition
33 ExcellingExcelling Jobholder has Jobholder has consistently consistently exceeded all exceeded all expectations for expectations for SMART goals and SMART goals and core core competencies.competencies.
22 PerformingPerforming Jobholder has Jobholder has achieved at achieved at minimum effective minimum effective results against ALL results against ALL SMART goals and SMART goals and core core competencies.competencies.
11 Partially Partially PerformingPerforming
Jobholder did not Jobholder did not consistently meet consistently meet all expectations for all expectations for SMART goals and SMART goals and core behavioral core behavioral competenciescompetencies
25%
60%
15%
Core Behavioral Competencies – Bank Alfalah
CommunicationCommunication
Drive / MotivationDrive / Motivation
Planning & OrganizingPlanning & Organizing
Results FocusResults Focus
Taking Initiative / ResponsibilityTaking Initiative / Responsibility
Teamwork AbilityTeamwork Ability
15
BehaviorsBehaviors
HOW
EFFECTIVE OUTCOMESEFFECTIVE OUTCOMES
CompetenciesCompetencies
THE COMPETENCY MODEL
Core Core CompetenCompeten
cycy
DefinitionDefinition Partially Partially
PerformingPerformingPerforminPerformingg
ExcellingExcelling
Taking Taking Initiative/Initiative/ResponsibilResponsibilityity
Evaluates, Evaluates, selects and selects and acts on acts on various various methods and methods and strategies strategies for solving for solving problems problems and meeting and meeting objectives objectives before being before being asked or asked or required to required to do so.do so.
Demonstrates little or no initiative at work, seeking out repetitive or routine work. Consequently requires extra amount of supervision and instruction. Has to be chased for completion of job. Lack of initiative is detrimental to the workgroup.
Works out own methods/ approaches to overcome problems and competently performs to expectations. Requires normal level of supervision and guidance.
Constantlyshows a highlevel ofinitiative.Alwaysvolunteers forAdditionalResponsibilities. Normally noGuidancenecessary.
COMPENSATION
• But now…But now…DISCRIMINATE DISCRIMINATE
• 80:20 Rule80:20 Rule
• Bell Curve based Performance Rating Distribution – (25% - 60% - 15%)Bell Curve based Performance Rating Distribution – (25% - 60% - 15%)
• In the past the rising tide lifted all the In the past the rising tide lifted all the
boats with it.boats with it.
let’s get it done!
Thank you Thank you