High Performance Culture Drivers

High Performance Work Systems require the following 7 Performance Management Drivers for steady and quantifiable improvement in performance.

Performance Management Systems:

tools used for evaluating performance

1. 1. Defined/understood standards for performance evaluations
   2. 360-degree reviews: most significant impact on individual performance
   3. Activities promoting understanding, connection, fairness, and credibility rather than the “process”

Performance Culture:

risk taking, communication, flexibility

1. 1. Risk taking: incentives/encouragement to work on new ideas despite uncertain outcomes or initial failures
   2. Internal communication: frequent/effective communication between peers; opportunities for junior staff to interact with senior executives

Role of the Manager:

1. 1. Provide day-to-day solutions for employees’ strongest performance driver

   2. Recognize/reward employees for their achievements

Formal Performance Review:

once or more per year to document/discuss each employee’s performance level

1. 1. Emphasizing the positive substantial impact on performance
   2. Include personality strengths
   3. Specific about potential outcomes: promotions/raises/bonuses
   4. Detail employee long-term potential

Informal Performance Feedback:

Managers deliver in face-to-face conversations/e-mail/voice mail

1. 1. Conducted by manager rather than at the organizational level

   2. Credibility/trust within the manager/employee relationship is critical

Day-to day Work:

roles/rewards

1. 1. Understand how to do their work, engaged in their personal development, and opportunity to outperform others
   2. Reward equitable to performance

Job Opportunities: Development and Training

1. 1. High-visibility development opportunities, working on things they do best, engagement with a strong executive team (most significant drivers)
   2. Opportunity to be challenged: launch new business, turn around a struggling business, significant responsibility/accountability
   3. Generic training limited impact on individual performance