How to build a high performance company
- 2. 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
- 3. TalentAcquisition Planningand 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
- 4. Job Description • Performjob analysis. • Gather appropriatepeople for the task • (the manager to whom the position will report, direct reports, etc) • Create “easy to read” job description. • Use job descriptionas basis for an employee development plan. TalentAcquisition Planningand
- 5. • Who’s going to interviewthe candidate? • What skillset are we lookingfor? • What work style works for our company? • What socialstyle fits the positionwe’re lookingfor? • How do we define whether someone is a good fit? Definehowtohire. TalentAcquisition Planningand
- 6. 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 TalentAcquisition Planningand
- 7. HR pre-screens candidates • Individualinterviews a pool of candidates with either a pre-screen questionnaire,phone interview, in-personinterview, any of the above • Developquestions to validateresults submitted by the candidate inthe pre- interviewself-assessment • Developquestions that would help determine whether the candidate is a good fitfor the company culture. TalentAcquisition Planningand
- 8. Team interviews top three candidates • Supervisorwill evaluate candidate’s skillset • Directreport will evaluate the candidateon skillset and socialstyle • CEO evaluates whether candidatefits company culture • Each person gets veto rights on the candidate TalentAcquisition Planningand
- 9. Onboarding 2. Onboarding Tools to new hires Training specific to job being hired QA System Communication vision, mission, an d values SOP
- 10. Communicate Company Identity • Enlightenthe new hireon the company’s • History • Mission • Values & Standards Onboarding
- 11. Tools for the new hire (logistics) • Assignwho will be responsiblefor taking the lead for trainingnew employee • Handbooks • Benefits • Business hours, ground rules and dress code (if applicable) • Map • Technology Resource List with Administrators • Introductionto the team • Hyperlink list of co-workers with pictures • Doorkeys / access badges Onboarding
- 12. Training Specific • Reviewstated goals and skillsfrom job description • Gap-analysisbetween stated and needed skills • Planfor needed skillsdevelopment • Set and agree upon goals for the evaluationperiod • What to expect in the evaluationperiod. • When and how will employeebe evaluated? • What’s the form or format that will be used? Onboarding
- 13. Quality Assurance for Team • How often will feedback be given? • Who will deliverfeedback? • Isthe job deliveringin serviceto the goals of the organization? Onboarding
- 14. Employee Development Plan CareerManagement 3. Career Management Training Performance Management Leadership Development Organizational Development SOP
- 15. Training • Identifysomeone that has the potential to risewithin the company, have a conversationto 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 trainingbeing conducted? Task/jobspecificor organizationoriented? • Trainingto be expert in my field– advancemy technical skills? • Provideaccess to industry leadingtrainingtools / sessions Employee Development Plan CareerManagement
- 16. Leadership Development • Appointyourself for a management role and ask support from management • Ifnot self-appointed,how do you qualify • Peer nomination? • Supervisor nomination? • Anonymous nomination? • Relate to the organization’sstated mission,visionand values • ExecutiveCoaching! • Have people compete for a position but Employee Development Plan CareerManagement
- 17. Performance Development • Identifyneeds by providingongoing feedback and performancereviews • Establishclear and concisegoals on performance • Holdemployee and/or team accountable • Recognizepositivework, and identifyqualitieslacking • Identifytrainingtools to address developmentareas of employees Employee Development Plan CareerManagement
- 18. Organization Development • What is next level up for the entire Organization? • Defineand openly state the overallstrategies for the organization;this must be distinctlyreviewed and renewed on a known schedule or stated milestones. • Communicatefuture goals clearly,and recognizeexcellent teamwork. • Maintaincommitmentand focus to new project. Employee Development Plan CareerManagement
- 19. Evaluations 4. Evaluations Self Management Match/ Δ SOP Values: Objectives of how
- 20. EmpiricalEvaluation • Evaluationis done on self • Directsupervisorconducts the evaluationon the employee • Identifywhere there is a match • Identifywhere there is not a match and develop a plan of action Evaluations
- 21. ValuesEvaluation • So you got the project done, and …how didyou 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
- 22. ProjectManagement Define: 3 Strategies 5 Tactics SOP Quarterly Meeting Define the options when someone is not at 100% SOP Delegate or Train Project Management
- 23. Define3strategiesand5tactics • Define3 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 • Define5 tactics • A specific action to implement the strategy. • Tactics must be feasible, impactful, and timely • Tactics should also defines who, what, and when ProjectManagement
- 24. QuarterlyMeetings • Reviewstated goals & objectives • Comparewhat happened to achievedgoals & 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 ProjectManagement
- 25. Decidewhattodowhenanemployee isnotperforming • Determineif the employee understands what is expected of them. • Identifyspecifickey performanceproblemareas. • Identifytrainingrelating to key problems. • Set several short term, achievablegoals. ProjectManagement
- 26. Delegate,Train,orSupplement • Ifthere is a gap inthe capacityof an individual,if so train from the inside (peer to peer training)or trainfrom the outside (get a trainer). • Ifpossible,delegate responsibilitiesto other team members • Isthe group/department on target to achievegoals? ProjectManagement
- 27. Daily Dashboard • DailySnapshot from a highlevel perspective • Sales • Management/Operations • Inventory
Editor's Notes
- #8: These questions should validate the results submitted by the candidate in the pre-interview self-assessment.