how to build a high performance company
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Post on 03-Jul-2015
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High PerformanceCompany
Building a
3. Career
Management
Training
Performance
Management
Leadership
Development
Organizational
Development
How to Build a High Performance Company Flowchart
Identify need/
create & create
Job Description
Define how to
hire
Design Interview
Questions
HR person
pre-screen
Director of Team
CEO (fit)Direct
Report
Skill Set
Manager
Skill Set
2.
Onboarding
Tools to new hires
Training specific
to job being hired
QA System
Communication
vision, mission, an
d values
SOP
4.
Evaluations
Self Management
Match/ Δ
SOP
Values:
Objective
s of how
Define:
3 Strategies
5 Tactics
Quarterly
Meeting
Define the
options when
someone is not
at 100%
Delegate or
Train
Project Management
SOP
1. Planning & Talent
Acquisition
Talent AcquisitionPlanning and
Identify need/
create & create
Job Description
Define how to
hire
Design Interview
Questions
HR person
pre-screen
Director of Team
CEO (fit)Direct
Report
Skill Set
Manager
Skill Set
1. Planning & Talent
Acquisition
Job Description
• Perform job analysis.
• Gather appropriate people for the task
• (the manager to whom the position will report, direct reports, etc)
• Create “easy to read” job description.
• Use job description as basis for an employee development plan.
Talent AcquisitionPlanning and
• Who’s going to interview the candidate?
• What skill set are we looking for?
• What work style works for our company?
• What social style fits the position we’re looking for?
• How do we define whether someone is a good fit?
Define how to hire.Talent Acquisition
Planning and
Develop interview questions
• These questions should determine:
• Skill set of candidate, i.e. your resume says you’ve done xyz, tell me more…
• Work ethic and style, i.e. what type of environment do you work well in?
• Candidate’s sociability, i.e. do you prefer to work by yourself or with other people?
• Whether candidate will fit in at the workplace
Talent AcquisitionPlanning and
HR pre-screens candidates
• Individual interviews a pool of candidates with either a pre-screen
questionnaire, phone interview, in-person interview, any of the above
• Develop questions to validate results submitted by the candidate in the pre-
interview self-assessment
• Develop questions that would help determine whether the candidate is a
good fit for the company culture.
Talent AcquisitionPlanning and
Team interviews top three candidates• Supervisor will evaluate candidate’s skill set
• Direct report will evaluate the candidate on skill set and social style
• CEO evaluates whether candidate fits company culture
• Each person gets veto rights on the candidate
Talent AcquisitionPlanning and
Onboarding
2.
Onboarding
Tools to new hires
Training specific to
job being hired
QA System
Communication
vision, mission, an
d values
SOP
Communicate Company Identity
• Enlighten the new hire on the company’s
• History
• Mission
• Values & Standards
Onboarding
Tools for the new hire (logistics)
• Assign who will be responsible for taking the lead for training new employee
• Handbooks
• Benefits
• Business hours, ground rules and dress code (if applicable)
• Map
• Technology Resource List with Administrators
• Introduction to the team
• Hyperlink list of co-workers with pictures
• Door keys / access badges
Onboarding
Training Specific
• Review stated goals and skills from job description
• Gap-analysis between stated and needed skills
• Plan for needed skills development
• Set and agree upon goals for the evaluation period
• What to expect in the evaluation period.
• When and how will employee be evaluated?
• What’s the form or format that will be used?
Onboarding
Quality Assurance for Team
• How often will feedback be given?
• Who will deliver feedback?
• Is the job delivering in service to the goals of the organization?
Onboarding
Employee Development PlanCareer Management
3. Career
Management
Training
Performance
Management
Leadership
Development
Organizational
Development
SOP
Training
• Identify someone that has the potential to rise within the company, have a
conversation to see what their interest is in.
• Do they want a career path? If so, develop a succession plan and career path for employee.
• Why is training being conducted? Task/job specific or organization oriented?
• Training to be expert in my field – advance my technical skills?
• Provide access to industry leading training tools / sessions
Employee Development Plan
Career Management
Leadership Development
• Appoint yourself for a management role and ask support from management
• If not self-appointed, how do you qualify
• Peer nomination?
• Supervisor nomination?
• Anonymous nomination?
• Relate to the organization’s stated mission, vision and values
• Executive Coaching!
• Have people compete for a position but
Employee Development Plan
Career Management
Performance Development
• Identify needs by providing ongoing feedback and performance reviews
• Establish clear and concise goals on performance
• Hold employee and/or team accountable
• Recognize positive work, and identify qualities lacking
• Identify training tools to address development areas of employees
Employee Development Plan
Career Management
Organization Development
• What is next level up for the entire Organization?
• Define and openly state the overall strategies for the organization; this must
be distinctly reviewed and renewed on a known schedule or stated
milestones.
• Communicate future goals clearly, and recognize excellent teamwork.
• Maintain commitment and focus to new project.
Employee Development Plan
Career Management
Evaluations
4.
Evaluations
Self Management
Match/ Δ SOP
Values:
Objectives
of how
Empirical Evaluation
• Evaluation is done on self
• Direct supervisor conducts the evaluation on the employee
• Identify where there is a match
• Identify where there is not a match and develop a plan of action
Evaluations
Values Evaluation
• So you got the project done, and …how did you get there?
• Were your actions in line with the values of the organization?
• Did you get your objectives completed while maintaining the values of the organization? I.E.
1. Customer’s first
2. Respect
3. Speed
4. Safety
5. $$$$$
Evaluations
Project Management
Define:
3 Strategies
5 Tactics
SOP
Quarterly
Meeting
Define the options
when someone is
not at 100%
SOP
Delegate or Train
Project Management
Define 3 strategies and 5 tactics
• Define 3 strategies
• Consistently making core directional choices that will best move you forward toward your hoped-for future
• Grow top line sales
• Decrease manufacturing costs
• Be a public traded company
• Define 5 tactics
• A specific action to implement the strategy.
• Tactics must be feasible, impactful, and timely
• Tactics should also defines who, what, and when
Project Management
Quarterly Meetings
• Review stated goals & objectives
• Compare what happened to achieved goals & objectives
• Debrief: What worked? What didn’t work?
• Set goals for
• Next quarter – very specific with specific actions and personnel assignments
• 6 months out – planned goals
• 9 months out – outline goals
Project Management
Decide what to do when an employee
is not performing• Determine if the employee understands what is expected of them.
• Identify specific key performance problem areas.
• Identify training relating to key problems.
• Set several short term, achievable goals.
Project Management
Delegate, Train, or Supplement
• If there is a gap in the capacity of an individual, if so train from the inside
(peer to peer training) or train from the outside (get a trainer).
• If possible, delegate responsibilities to other team members
• Is the group/department on target to achieve goals?
Project Management
Daily Dashboard
• Daily Snapshot from a high level perspective
• Sales
• Management/Operations
• Inventory