Its the workforce, stupid!

Sacher Associates has identified what we call the ten essential components of team performance.

These are: a unified sense of direction, strategy, outputs and performance measures, targets, performance feedback, communication, skills/knowledge, systems and processes, structure and job design and reward systems. These components are what we have been discussing in my blogs, one a month, from February to November.This month is about the implementation of these essential components.

While it is true that organizations are always working with these components to some extent, this is not enough. What really matters is the degree to which these components are being successfully and permanently entrenched in the work environment or culture. This is directly correlated with the highest levels of employee performance and job satisfaction.

Guidelines for organizational restructuring.

You better be lean before you play these games. Jack Welch

In our experience, and without any shadow of doubt, the number one pitfall in organization design is changing organizational structure before the four golden guidelines I cover in this blog have been addressed. The processes contained in the guidelines need to be comprehensively completed before any restructuring takes place.

Recognition

There is no doubt that a system for rewarding performance can be a very powerful motivating tool to improve productivity, quality and overall teamwork. Yet most reward systems are geared around a few individual managers rather than encouraging a philosophy of one team, one direction and improvement of the overall system. As global competition intensifies, a real opportunity for competitive advantage exists through the encouragement and development of the capabilities of all employees in the service of the organization. 

Rewards in the form of money, other tangible items and recognition are integral to motivating individuals and teams to sustain the highest levels of performance. Despite this, the financial and non-financial reward systems in many organizations bear little relationship to the motivational needs of the employees. 

Every manager is a training manager

Successful companies view their preparation of organizational strategies and operational plans, their formulation of budgets and their monitoring actual performance against planned performance as a critical investment in their capability to compete effectively in the marketplace.

When an organization develops a product or service it spends a great deal of effort on forecasting demand, formulating detailed strategic and operational plans, budgeting, and monitoring planned and actual outcomes.