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PerformanceManagement- makingyourorganisationgrow
LessonslearnedfromsuccessfulcompaniesstillwantingtoimproveWhatdotheydotocreatehighperformingorganisations?
ThePerformanceModel
Competence Personality Motivation Performance
Frames &Structures
Motivation
- Stimulatingindividualmotivatorsandengagingpeopletousetheirfullpotentialmakingyourbusinesssucceed!
UsingCorporatevaluesasmotivators
Theiraimishavingmotivatedpeopleworkinghardand
usingtheircapacitybecausetheybelieveinandare
stimulatedbythecompany´scorevalues.
• Thecompany'scorevaluesaretranslatedto
motivators- factorsthatinfluenceemployee
engagementandenergyatwork.
• Thecompany'scorevaluesareusedactivelyinthe
selectionatrecruitmentandtomotivateexisting
employees.
CONNECTION ESTEEM PERSONAL CHALLENGE
Positive impact Authority Security Achieving
Service Acquisition Autonomy Learning
Affiliation Recognition Socialstimulation Pioneering
Supporting Professio-nalism Wellbeing Personal
Growth
IntheirresearchTalentQhasidentified16motivatorsinfluencingmotivationatwork
Recruitingthecandidatesmostlikely“togoallin”
Theyrecruitthecandidateswhomostlikelywill“goallin”
andbestimulatedbycompany´svalues,theculture,
managementbehaviour,andworkingenvironment.
Theyaskquestionslike:
• Howarethecandidatesstrongestmotivators
inlinewithculture,management,companyvalues,
workingenvironment?
• Arewewillingandabletodoadjustmentstocreatea
motivatingenvironmenttoournew“player”?
Eventhebestcandidatesneedmotivation
tousetheirfullpotential.
LikeaF1carwhichneedtherightfueltodrive
Motivationalleadership:Stimulatingindividualsstrongestmotivators
Theyaimtostimulateeachemployeesstrongest
motivatorsandengagethemtousetheirfullpotential
forbestperformance.
Theygivemanagementknowledgeabout:
• Whichareeachindividualemployeesstrongest
motivators
• Howstimulatingdifferentmotivatorsthrough
differentleadershipstylesandcommunication
• Whattostopdoingbecauseitdoesnotaffect
motivationandengagement TheTalentQ“DRIVESwheel”showsthestrengthsofeachmotivatortoaperson.Knowingthesewecanalsoadviceyouhowtoleadandmotivateaperson– andwhattoavoid.
ChangeManagement:Avoidingfearofloosing,creatingbeliefinwinning
Theyusemotivatorsasforcestosuccessandavoidthembeing
counterforcestothechanges.Thisdemandsknowledgeandability
toadaptleadership.
Aheadofchangeprocesses,theymakesuretoknow:
• Whicharetheemployeesstrongestmotivators?
• Whichstrongmotivatorsarestimulatedbeforechanges
andriskbeingcounterforcestothechangeprocessif
employeesfearloosingthem?
• Whichstrongmotivatorsarenot stimulatedbeforechanges
andarepossibleforcesmakingtothechangeprocess
asuccessanda“winwinsituation”?
PersonalityKnowingyourpersonalperformancestylesandmanageadaptingkeybehaviouralattributesinrelationtowork
Managersunderstandingofownpersonality'saffectsonleadership– Abilitytoadaptbehaviour
Theyhelpmanagerstobemoreeffectiveincoachingand
developingothersbyunderstandingandbeingconsciousabout
ownpersonalityrelatedtoleadership:
• Understandhowyourpersonalityisinfluencingyour
decisions,yourleadershipandhowyouareinfluencedand
affectedbyothersandtheenvironment.
• Knowtheareaswhereyourpersonalityismostdissimilar
from”thenorm"andbeabletoadjustbehaviour,evenwhen
itmeansyouhavetobreakownstrongpersonalpreferences..
TheTalentQTraitprofilesh
owsy
ourtypicalbehaviourat
workinre
latio
ntokeyperform
anceareas.W
eusua
llyalso
lookatp
ersona
litymorespecificini.e.leadership,sa
lesa
nd
team
perspectiv
e.
Employeesunderstandingownpersonalitytraitsandaffectsonperformanceasindividualsandteams
Companieshelpemployeestogrowandimprovehowtheyuse
theirpotentialthroughunderstandingofownpersonality.
• Managersadaptindividualleadershipandcoachingbasedon
knowledgeabouttheindividualspersonality.
• Employeescantaketheirpersonalityintoaccountini.e.
teamworkandsalesandwhenrespondingoni.e.changes,
feedback,relationships,tasksandchallenges.
• Teamworkbecomesstrongerandmoreeffectivewhenalso
workingwithpersonalityonagroupperspective.
CareerLimitersandDerailers:Managerspreparedtohandlenewstressfulsituations
KnowledgeofCareerLimitersandDerailers helpsmanagerspreparing
forhandlingnewstressfulsituations.Importantinformationabouthow
someoneislikelytorespondunderpressureinnewsituations.
• Knowingyourderailers isaboutunderstandingyourdistinct
personalitytraitswhichinsituationsunderconsiderablepressure
couldleadto“derailment”or“burnout”.Veryoftenthesearethe
samefactorshavingledtosuccessearlier.
• CareerLimitersarefactorswhichactuallypreventsomeone'scareer
from“takingoff”orprogress.
CompetenceDevelopmentContinuouslylearningandbestpracticedeveloping
Developingcompetencecontinuouslyandwithclearfocus
Successfulcompaniesintegratecompetencedevelopmentasaneffectivepartoftheircultureandbusinessprocesses.
• CompetenceDevelopmentisplanedandimplementedasacontinuousandintegratedpartof“everyday”life.I.e.dailyreflectionsaredoneonindividuals“didbest”and“couldimprove”performances.
• Thereisaclearredlinebetweenlearningprocessesandtheeffortsnecessarytoachievethecompany'sbusinesstargets.
• CompetenceDevelopmentisimplementedtoensurethattheyhavetherightskillsandknowledgeattherighttime. Wehavedevelopedourowntool“SPDGrowth”helping
organisationsinmakingcompetencedevelopmentapartofrunningbusinessandculture.
Internalknowledgeflowingand"bestpractice”documented
Theaimistosupportinternallearningandtakingexperiences
fromthebest– andmakingbestpracticesbecomeapartof
businessstructures.
• Internalexchangesofexperiencearefacilitatedbetween
employeesandorganizationareas.
• 'Bestpractice'experiencesarecollectedinordertofurther
developjointworkprocesses.
Classroomknowledgetransferredtoreallifeexpertise
Theyaimtoensurethatnewknowledgelearnedin
“classroomlessons”aretranslatedtoreallifepractices
andbehaviour.
• Clearresponsibilitiesandroutinesregardinghownew
knowledgeornewskillsfromtrainingsareevaluated
andturnedintonewhabitsandskills.
• Followinguphowtheknowledgearetransformedto
experiencesandnewroutines
Objectivity,trustandperspectivesoncompetencerequirementsandevaluations
Theyincreasequality,trustandbuildownershipwhen
decidingrequirementsanddoingcompetenceevaluations.
360° feedbackevaluationsaredoneinvolvingboththe
individualandotherrelevantpeopleinevaluating:
• …whichare thekeycompetenciesrequiredinarole
• …whicharetheindividual'sstrengthsanddevelopment
areastofilltherolethebestway.
• …whichactivitiesshouldbepartofprioritized
developmentplan. TheTalentQ“MULTIVIEW”collectsevaluationsfromrelevantindividualsonafocuspersons performanceonkeycompetenciesintheactualrole.
Culture,Frames&StructuresGoalsandexpectations,proceduresandrulesandsupportandtoolsused
Communicatingspecificgoalsandconsistentexpectations
Theaimistomakeemployeesonalllevelsexperiencing
security,engagement,confidenceandcertainty.
Organisationgoesinrightdirectionwithhighenergy–
becausetheyknowwhereandwhyandwantto!
• Anambitiontomeeteveryonewithunified
expectationsandeasilyunderstandablegoals.
• Employeesareconstantlyupdatedoncompany's
directionandhoweffortsandresultsareevaluated.
• Reduceneedofresourcedemandingdetailcontrolling.
Balancing:Flexibilityvs.stability
Theiraimis constantlyseekingabalancebetweenstability
notunnecessaryinterferingwithefficientoperationsand
flexibility todevelopandadapttonewrequirements,
experiencesandopportunities.
• Askyourselfifdrivesforchangesreallyimprovebusiness
andoperations
• Askyourselfifdrivesforstabilitypreventsimprovements
andtakingbenefitsfromnewpossibilities
Supportingimplementationofdecisions… also inthelongrun
Theyseektomakesurethatdecisionsarebroughtoutand
implementationofnewhabitsandwaysofbusiness
operationsaremadeeasy.
• Managementarepreparedtosupportandbackup
implementationbothfirstphasebutalso furtheron–
changesoftentakelongertimethanfirstexpected
• Theytakeuseofsupporttoolstoensurecontinuity
Trusttotryandfailandtryagain
Bothbecauseit´spositiveeffectsonengagement,their
personalityandbeingyourself anddeveloping of
competencies theindividualsexperienceoftrustand
possibilitytotryandfailisanimportantpartofbusiness
cultureandstructures.
”Fails”areseenassourcestoknowledge.
Offcourse:..Aslongasyoudoyourlearnings.
Controlisembracedashelpandsupporttofindnew“best
practices”nottofindwhotopunishorblame.
still
