Creating a high-performance workforce - Prof. Dr. Koen Dewettinck

Creating a High‐Performing Workforce: diagnosis and roadmap for the future

Prof Dr Koen Dewettinck

© Vlerick Leuven Gent Management School© Vlerick Leuven Gent Management School

Agenda

Intro: focus on climate

Step 1: Diagnosis

Step 2: Clarification & scoring

Step 3: Benchmarking

Step 4: Getting to work

2 |

Performance management?

3 |

Mission

Goals

Strategy

Organisational objectives

Individual objectives

Deploy and develop Coaching/Feedback

Assess / Reward

Steer /Adjust

Stream inPlanningRecruitment and Selection

ConditionsCompetenciesAttitudeResources

Stream through / Stream out

Vision

Goal setting

The Performance management cycle

Impact formal PM

Average:

1,63per year

Source: CEPP’s Boss study; n = 5778

PM effe

ctiven

ess

# formal conversations

Employee

empo

wermen

t

# informal conversations

Yearly Half‐Yearly Monthly Weekly Daily

Impact informal feedback from supervisor

Source: CEPP’s Boss study; n = 5778

Beyond formal system and people manager behaviour

Focus on team dynamics

8 months ARF‐funded research project

Literature about highly‐performing teams

Identification of key dimensions

Developing sound measurement instrument

Rationale behind High‐Performance Climate Scale


Agenda


Step 1: Diagnosis




7 |

Shortened version of our High‐Performance Climate Scale

Your perception versus shared perceptions

Team = entity relevant to you

Team

Department

Organisation

Step 1: Diagnosis


Agenda


Step 1: Diagnosis




9 |

Task

RelationshipsEnergy

Vision

10 |

Trust & Respect

Team Spirit

PotencyIdentification

Pride

ReflexivityFeedbackExcellence

Assertiveness

Goal clarity

Goal commitment

Step 2: Explanation and scoring

Goal clarity

= Team objectives are clear and team members see the link with

their tasks and responsibilities

Goal commitment

= Team members are clearly committed to achieve team

objectives

Vision

Reflexivity

= Team members critically reflect on how they do their job

Feedback

= Team members are open to and give useful, constructive

feedback

Task: mirroring

Excellence

= Team has high performance standards and team members

stimulate each other to reach them

Assertiveness

= Low performance / unacceptable behaviour is openly

discussed within the team

Task: ambition

Trust and respect

= Team members respect and trust each other

Team spirit

= Pleasant atmosphere within the team

Relationships

Potency

= Team has strong confidence that they can perform at high

levels

Identification

= Team members strongly identify with their team

Pride

=Team members feel proud about being part of the team

Intensity


Agenda


Step 1: Diagnosis




16 |

Input 30 HR teams (team members and team leaders)

Clear differences between teams

Feedback‐dimension most important driver of performance

High‐Performance Climate in HR teams

Benchmark data (including next slide)

0 1 2 3 4 5 6 7 8 9 10

Intensity

Relationships

Task

Vision

AverageHighLow

0

1

2

3

4

5

6

7

8

9

10

Goal clarity

Goal commitment

Reflexivity

Feedback

Excellence

AssertivenessTrust & Respect

Team spirit

Potency

Pride

Identification


Agenda


Step 1: Diagnosis




20 |

5 teams

Identify a common key challenge to improve on this

(sub‐)dimension

Ask your “question from hell”

“Hand over and receive”‐stage

Powerful debrief: one minute pitch

Step 4: getting to work

Thank you

for your collaboration !

Education

Creating a high-performance workforce - Prof. Dr. Koen Dewettinck