In brief - the "five" success factors of HUMAN PERFORMANCE MANAGEMENT
Sustainable Leadership Management
The complex demands of a constantly changing environment can only be met by
treating all vested interests equally. Therefore, the management and employees must agree on the goals
of the organisation. The sub-objectives must be realistic and also achievable. To achieve the goals and
milestones the managers are qualified as supportive Leaders for all interested parties and co-workers.
Along with the goal agreement, control is a most decisive and important point. Model, profit and cost
structured goals are an intrinsic part of the organisation; however these can only be achieved with adequate
employee potential. In the end the readiness for change is decided through the thinking in new structures and
environment results as well as the identification of the employees with the organisation and their tasks
- success begins in the mind! - A new self-understanding is needed between managers and employees,
a radical change in behaviour in the information and communication, as well as the readiness of
managers to make "co-entrepreneurs" out of co-workers.
Successful co-entrepreneur extraction/-choice
At the forefront is the image and the attractiveness of the organisation (employer branding)
- both as regards potential candidates, and as regards its own employees. A candidate for a post can be found
outside and inside an organisation. For this however the exact requirement profile must be based on the
performance orientated job description that has been specified. At the centre of the choice should be not
only the specialised and method knowledge, but also the features of the candidate, like e.g.. goal orientation,
entrepreneurial way of thinking, willingness to learn, output motivation, process and social skills.
Specialist knowledge changes today about every three to five years and can be passed on again without a problem;
it is personal characteristics (emotional intelligence, presentation &s; moderation) that are becoming
more and more necessary with greatly increasing importance.
The EKF®-Development-System helps by building the individual skills step by step
and constantly focusing on them.
Intelligent exploitation of the personality and potential
Exploitation of the achievement potential is not a "one-way street", but a mutual exchange
of experience and knowledge - both spanning one area, and between "over and under" them, as well as between
experienced and younger employees. Everyone benefits from this: young colleagues have the possibility to develop,
experienced managers have as trainers / coaches and mentors scope for development and recognition.
The goal is to place employees according to their skills, to help them develop and to be provided with their services.
Along with the increasing complexity of all possible general conditions, managers and employees need to be able
to introduce in different areas and projects the key qualifications and social skills they have acquired and the new,
flexible way of looking at things that they have learnt. Moreover, managers must be made to understand that
they must be prepared in the future to transfer from management to non-management.
Only in this way can flat hierarchies and team and project work generally be successful.
Interconnected customer orientated types of organisational structure
Managing employees takes place in organisational structures. The suitability and the
level of efficiency of an organisation influences decisively the possibilities of potential exploitation and the
reaction to changes in the environment. Formal, that is to say bureaucratic structures are generally overall
quite bad prerequisites for gaining and providing achievement potential in the general sense.
Rather network structures are necessary that are in small, mobile and autonomous units, in which managers
and employees share responsibility, openly cooperate with one another and their activities consequently are
aligned with the customer needs, and with this an agreed adaptation to the constant change is guaranteed
(learning organisation). Tasks and responsibilities are in most cases displaced in the place, where "it can be
achieved, be answered best".
As possible central places are replaced by places that reach the customer, customer-orientated processes
supersede the hierarchic structures, because these are quicker, more innovative and therefore more efficient.
Further develop mutual trust company cultures
For a new type of organisation to function, it needs corresponding "open and mutual
trust game rules". These governance rules must be observed by both sides, like a marriage contract in each
agreement. It is vital that employees and managers are on the same level, have equal rights and deal with
each other on the basis of mutual trust. For such behaviour, apart from the above described organisational
reorganisations, an ethic of pursuing common goals must also exist, which provides the mutual goal and
customer orientated behaviour. After, power aspiring, intriguing and status-orientated forms of behaviour
are scotched. Especially important is the creation of a climate (trust culture), which works on attainment
motivationally and with acknowledgement and that contributes to the "mental and physical fitness" of
the co-entrepreneurs and employees.
Manner and value of nutrition; modular, value creation orientated work time and bonus system described
in the book is very useful with regard to this as an accompanying culture measure.
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