How
HR Professionals Make High Performance Organizations
By David Lee
Reprinted from The
Being an HR
professional today isn't for the faint hearted. Industry leaders are
questioning the viability of the profession; many organizations are asking
rather pointedly “So what exactly do you do that helps us compete in the
marketplace?” Yet, ironically, companies need the HR Professional's expertise
more in today's marketplace than ever before.
Why? Because in today's
marketplace, organizations compete not just on productivity, but on knowledge,
service, and organizational responsiveness. To survive, they need to be
“fast, flexible, focused, and friendly” (to use Rosabeth
Moss Kantor's words) - and smart. To create this kind
of company requires knowing how to create an organizational culture which
brings out these attributes, a culture which brings out the best in people.
HR Has The
Knowledge Today's Organizations Need
This is where the HR professional's unique
knowledge base and skill set is so valuable. By helping your organization
understand how to create a high performance culture, you are directly
influencing the fundamental source of potential competitive advantage - its
human assets. World class organizations know this. They know the saying “our
people are our greatest assets” isn't a slogan to put in an annual report, but
a bottom line business reality. You can't provide exceptional service, achieve
innovative breakthroughs, or respond rapidly to marketplace changes with an
unmotivated, overwhelmed, or burnt out workforce.
Corporate Culture - Your Secret Weapon
High Performance companies know the power
of such a culture. Kathleen Hubbard, HR Manager for Cambridge Technology
Partners, recently listed in Fortune magazine’s 100 Fastest Growing Companies,
calls it “The Cambridge Magic.” At Wright Express, the nation's leading
provider of information processing, management and financial services to
vehicle fleets; it’s called The WEX Way.” These organizations, as do all high
performance organizations, recognize that their culture is their “secret
weapon” - the fertile soil from which excellence naturally grows.
Thus, creating a corporate culture in
which people want to do well, in which people want to excel,
should be on top management's short list of Key Result Areas. Helping
management do this is where you come in. You can do this by helping management
identify practices which are consistent with human nature and which therefore
bring out the best in your people. To do this, you need to first work with them
to identify what makes “people tick,” what motivates people to perform at peak
levels (and it isn't money or a nice benefits package). Don't assume this is
common knowledge. A recent Kepner Tregoe
study showed that less than 1/3 of workers felt their supervisors knew what
motivated them and over 2 of supervisors agreed.
Identify What Brings Out the Best - and
Worst - In People
How can you begin the process? Ask managers
to recall an organization (work or volunteer) which brought out the best in
them. Have them think of times where they were bursting with enthusiasm and
creative energy, times they were honored to serve others, and delighted to “go
the extra mile.” What was it about this organization which brought out their
best side? What was it about the organization which made them care, which made
them want to go the extra mile? If they picked a work environment, what did
management do, and not do, to make this such a great place?
Have them compare this with an
organization which brought out the worst in them. Have them think of a
workplace which brought out the rebellious, entitled teen-ager side of them;
where they were suspicious, defensive, and disinterested in helping “the
cause.” What was it about this workplace which brought out this side of their
personality?
By creating an opportunity for management
to identify what works and what doesn't - from their own experience, you are
more likely to facilitate true learning about how to bring out the best in
people. You are also more likely to create management “buy in” to the idea that
it is worth the effort.
When I've presented this, I ask
participants to estimate the difference in their personal productivity between
their best and worst place they've worked. Typically, participants cite figures
ranging from 25% to 80% (although one participant estimated 5000%!).
This is the Productivity Gap - the productivity and profitability that Low
Performance Organizations leave on the table.
In helping management begin the process of
creating an environment of excellence, you can help guide the process by asking
questions which address some of the key attributes of High Performance
Organizations. By guiding managers through this process and helping them
implement the practices common to High Performance Organizations, you will be
very directly and tangibly helping your company compete in today's increasingly
more demanding marketplace.
"Are We A High Performance
Organization Yet?" - Questions For Your
Management Team To Ask Itself
1. Is our organization - who we are, what we do
and how we do it - worthy of pride and passion? If we were a volunteer
organization, would anyone join?
2. Do employees know what is expected of
them, what equals a "job well done;" and do they get feedback on how
they are doing more than once a year at performance appraisals?
3. Do employees understand how specifically
they contribute to the bottom line, why they are important, how they create
value?
4. Are employees rewarded, not just for
showing up, but for the value they create?
5. Do employees have the power and the
information to be actively involved in making a difference?
6. Since all people have a wide range of
maturity levels, what level of maturity do we elicit in our people through our
management practices and policies? Do we treat our employees like children who
can't be trusted with information and decisions or like valuable
"players?"
7. Do we treat our "customers" -
our employees - the way we want them to treat our company's customers?
8. Do we have an emotionally safe
organizational climate? Do people have to waste a lot of time with CYA
activities? Are people frequently "emotionally beat up," resulting in
resentment, low morale, reduced productivity, and poor customer service? Is
abusive behavior tolerated? Which terms fit our workforce: demoralized,
fearful, resentful or upbeat, enthusiastic, and optimistic?
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About the Author: David Lee is a
consultant, speaker, and executive coach. The founder of HumanNature@Work, he has worked with organizations and
presented at conferences throughout
For More Information:
David Lee, President
HumanNature@Work
P.O. Box 430
Bar Mills, Maine 04004
Tel: 207-929-3344
E-mail: info@HumanNatureAtWork.com