How to build a high performance company

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.


• 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


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.


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


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


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


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.


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

How to build a high performance company

Business

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