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develop high

5;
performance
THE EXPERTS High-performing individuals and teams should be the goal of
any organisation. We are all now aware of the potential results
Tony Cockerill is co-founder
and Birthe Mester is a of high performance in terms of organisational success and
seniorclientdirectorat the
Centrefor HighPerformance
competitiveness. The perennial debate is around how to create
Development, which that high performance and, more importantly, how to sustain it.
specialisesin leadership
and Most companies find the organisational issues much easier to handle than
teamdevelopment
for clientsworldwide. the individual ones - so they get the attention. Unfortunately this is only part
» www.chpd.com of what needs to be done to create a successful high-performance culture:
Theyarespeaking
on"Driving
highperformance"
at the
addressing high performance among individuals is also essential.
ClPD's
HRDconference on4-6
Aprilat London's
Olympia.
» www.cipd.co.uk/hrd
(j) 02086126202

HRD2006
II rB:ij II
Learning and Development
Conference and Exhibition

52 6 APRIL2006 WWW.PEOPLEMANAGEMENT.CO.UK
l
KNOW WHAT IT LOOKSLIKE they influence and build confidence in
It will be impossible to lmow when stakeholders. Also look at how individmUs
you're achieving high performance if respond to developmental opportunities,
you don't lmow what it looks like. From make necessary changes and improve
an organisational perspective, high performance year-on-year.
performance means not only running Once you have established this
a financjally sound business, adhering behavioural model, communicate it to the
to essential policies and ensuring workforce and ensure they understand why
regulatory demands are observed, but
also understanding the capability of your
workforce to deliver high performance. This
you have created it and how it will be used.
Selection, development and succession
planning shouldthen take placeagainst it.
-
I
includes lmowledge of each individual's t/)
BEOPEN ---1
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skills,behaviours and experience, what
motivates them, whether their values link High performance helps people to
to those of the organisation, and how they be effective and efficient, preventing
approach different situations. unnecessary politics and unsuccessful
All too often, concerns about what initiatives. The secret to achieving it is
they might find and the time it may take openness. You should be speaking to staff
prompt organisations to adopt the "three at all levels of the organisation. Strive

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wise monkeys" strategy - don't see, don't to make people aware of what you want PROVIDESUPPORT
hear, don't speak - with the result that low to achieve and their role in the process. When embarking on a high-
performance goes unchecked for years Encourage them to give and receive performance development route,
until it is too late and competitors have honest feedback about their own and ensure there is consistent exposure
overtaken you. Too often, individual high others' performance. throughout the organisation. It is vital to
performance is defined as simply getting train internal staff to support and embed
PUTA STAKEIN THEGROUND

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the job done in the short term rather the changes. Line managers in particular
than looking to the long term and focusing Once you have agreed what the will need to understand exactly what
on behaviours. behavioural high performance high performance looks like within their
indicators look like, it is essential to observe own teams, how to measure it and, most

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MAKEA COMMITMENT and measure them. The best way to capture importantly, how to build and improve
Strong and active commitment current performance is through objective on it. HR should provide the necessary
from leaders and managers, and observation, such as work shadowing, frameworks and support structures to allow
the pursuit of continuous learning behavioural event interviews and subjective managers to have the confidence to take on
throughout the organisation, are crucial to feedbackvia onlineand facilitated360- this role.
building a well-defined high-performance degree analysis. This should clearly
MAINTAIN A WATCHINGBRIEF

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culture. Commitment means not leaving distinguish between behaviour that:
it to fate, but truly understanding what . impedes performance; As your workforce grows and
high performance looks like, trusting . helps to do the task in hand; develops, the need to check high
different approaches and working with all . makes a sustainable and long-term performance is constant. Build it into
stakeholders,including HR. positive contribution; appraisal processes and encourage line
. promotes beneficial and long-term managers to give feedback to HR on a
DEFINEYOUR STARTINGPOINT

3
behavioural change in teams and divisions. regular basis about high performance
Knowing where your organisation within their teams. That way it will become
ACTON FEEDBACK

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currently stands will make it much as much of a priority as checking safety
easier to create a vision for the future It is critical to learn from insights and environmental compliance, achieving
and to secure buy-in. One of the most gained by measuring behavioural sales targets, and so on. Behavioural high
effective strategies is to define explicitly high-performance levels, both at an performance is, after all, one of the most
what ~reates high performance in your individual and organisationallevel. This vital ingredients of an organisation's success
organisation. This means developing will not only help people to lmow where and competitiveness. .
an understanding, in conjunction with they are now and where they need to
key stakeholders, as to what types of get to, but will also alloworganisations
behaviours lead to success. Ensure that to put together development initiatives
these behaviours are distinct, while based on factual, measurable and reliable
being comprehensive enough to cover data. Youwill find that this approach
different levels of the organisation. commands credibility and will help you to
Include areas such as how people collect secure the commitment you need to develop
~'"
z
and make sense of information and how your workforce. '"

WWW.PEOPLEMANAGEMENT.CO.UK 6 APRIL2006 53

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