The high-performance organizations actively work with the positive energy of employees. The high performance of employees cannot be reached as the only characteristics; it is a result of several deeply utilized characteristics of the corporate culture and leadership. They actively engage employees and direct their behavior towards achieving challenging goals. They build a common sense of urgency and importance. All employees understand the business strategy. Employees understand their job profiles and their roles in the organization. These companies have different management style and the unique corporate culture. Energizing employees and keeping the high performance have to be crucial items in the list of the long term HR Goals and Objectives. The high-performance organization is the organization that beats its competitors and leads innovations in the industry. Human Resources has to measure the engagement of employees, levels of understanding to the business strategy, and it has to lead the development and implementation of various action plans so that the full understanding and buy-in are achieved.
What is the definition of a high-performance organization? It is the organization that outperforms peers and competitors present on the market. The team has clear roles and responsibilities, simple decision-making processes, high autonomy of team members and it shares one vision and mission. The high-performance organization delivers consistent results and implements innovations sooner than other competitors. And now, how can HR contribute to developing a high-performance organization?
The high-performance company is always a lean organization. The goal of Human Resources is to guard span and layers principles in the organization. HR has to create and approve the general principles for the organizational design. It has to challenge managers and leaders to adjust their teams so that the entire organization is lean. The organizational structure must visibly demonstrate the flat structure of the company.
As an addition to the flat organization, the company needs to decentralize the operational decision-making process. HR has to teach leaders and managers how to empower employees. The employees should solve operational issues and problems independently; they should contribute to strategic decisions, which aim the organization to the future. HR has to learn managers how to balance the speed and risks. Each empowerment brings additional risks, but the company can manage them. It can set the sensitivity to faults. However, it cannot accept any fraud. The high-performance organization always take risks that employees and managers make the wrong decision. However, it has a system that prevents the organization from major failures.
HR has to support the introduction of the simple organization. The simplification has to be a priority for HR Professionals. Having simplification in mind, the HR Processes are lean, simple to understand and easy to use. HR Organization in the high-performance company trusts to employees and procedures and policies are short, and most employees are empowered to use them. The introduction of the simplification is a complicated task for HR, but it has to be an important part of long term HR Goals and Objectives.
The high-performance organization gives to employees clear goals and objectives. It is the role of Human Resources to create a simple goal setting process for managers. HR has to design a system that navigates managers through the goal setting process, allows them to set SMART goals and facilitates the discussion between the manager and the employee. The system should also check the requested performance standards because they are the norm. HR has to run a process for the yearly update of all performance standards for the entire company.
Finally, the high-performance organization gives freedom to its employees. They can choose the best way how they should organize their work and deliver results. The company offers flexible ways of working. HR has to introduce flexible ways of working. It has to allow to employees to become as much productive as possible. On the other hand, it has to support the cooperation among employees. HR has to manage this conflict.