Today’s workforce is emerging into a paradigm known as high performance work systems. In these organizations, employees are defined as contributing partners bringing enormous energy, creativity, and talent to their work. In essence, successful organizations are moving beyond attempts to control, to organizing around collaborative networks, trusting and empowering people with resources, information, tools, and skills to create value while managing customer relationships. What are the basic principles of a high performing organization, and how do these principals bring value to an organization?
High performing organizations view employees as partners, versus tools of management. People are an organizations greatest asset and should be trusted and empowered. Organizations that empower employees allow them to have input and power over their work, as well as give them the ability to share suggestions and ideas about the organization as a whole. When employees feel confident that their input is valued, they are more likely to share ideas to benefit themselves and the organization. Therefore, empowered employees are often more committed, conscientious, and loyal.
High performing organizations focus on team planning and coordination versus management planning and coordination. Involving your team in a planning process creates a sense of ownership, and ensures everyone is on the same page. When employees feel they have a part in the direction of the company, they are typically motivated to perform.
High performing organizations focus on total employee development versus technical skills. Studies show that 39.3% of today’s job seekers consider growth to be a top distinguishing characteristic. Many companies fail to recognize the importance of continuous training and development of their workforce as a whole. As a result, they fail to maintain their success and experience higher turnover. Employee development programs show employees they are valued. In turn, they feel appreciated, challenged and are more satisfied with their jobs.
High performing organizations jobs are more broadly defined and employees possess multiple skills versus specialization and narrowly defined skills. Cross-functional teams and networks are a natural by-product of high performing organizations, since teams are responsible for managing the tasks and processes utilized to accomplish the business goals of the organization.
Research and experience indicate that companies organized by principles of high performance consistently outperform their traditional counterparts. Click here for more information on developing a high performing organization.