How to maximise business performance?
Have you ever asked yourself that question? You probably did! Most managers ask themselves that question on a regular basis. And they look to HR to help them find the answer because they know that the people in the organisation make the difference. People determine whether a business fails or succeeds. Of course there are uncontrollables, external factors that influence an organisation’s performance, both up and down. Some of these factors are common to the whole industry, or are connected to the lifecycle phase an organisation is in. But the human dimension is a controllable factor. The company decides who they hire, who they fire and who they give the top jobs. And once they’re hired, they will give it their best, or won’t they? And if they don’t , why not? What’s keeping them, what are the barriers? And if they do, what are the enablers? What has made them perform so well?
Figtree specialises in analysing those barriers and enablers and helping the organisation to take the barriers away and make maximum use of the enablers. Help the organisation to get the very best out of the people they employ. To get the very best contribution, people have to be and feel engaged. Engagement is the prime driver of individual performance. So how do you make them feel engaged? What can you do? What should be your approach to performance management? And how do you reward individuals? Your top performers of course need to be rewarded appropriately, but what about the large majority in the middle? They need to feel engaged and recognised as well.
A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves. Lao Tzu
Figtree helps you to analyse the blockers and enablers in your specific situation, determine your performance and reward strategy and then implement it. This is more than ‘how many performance labels do we need?’, or ‘should we get rid of performance management as we know it’? It starts with analysing the business strategy and the corporate culture. The performance and reward strategy needs to be aligned with both, otherwise it will fail. On the other hand the strategy can also be used to trigger a shift in the performance culture, but that requires careful handling. It’s also horses for courses. What works for one company in one environment does not necessarily work in another one.
Contact us to find out more about our approach!
Figtree specialises in performance management, reward and recognition. In addition the following services are available:
Don’t tell people how to do things, tell them what to do and let them surprise you with their results. George S Patton jr.
Vincent van Ophem is the founder and lead consultant of Figtree. He has extensive experience of working in HR in big multinational organisations in various countries. His most recent role was as Vice-President Compensation in Shell International, where amongst others he implemented a new performance management approach called ‘Engage and Perform’. This was a game-changer for the company and especially relevant in the downturn that the oil industry is currently facing. Other recent achievements include extensive globalisation and standardisation of HR and compensation and benefits policies.
Click here to download Vincent’s CV.It is no use saying we are doing our best. You have to succeed in doing what is necessary. Winston Churchill
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