There is more literature on the formation of high-performance teams than in high-performance organizations, so it is important to reflect on the subject in what experience has shown.
High-performance organizations can be considered those whose outstanding characteristics make them a role model, not only distinguished by their superior financial results than the industry, but also by the strategic alignment of their human resources and an integration of aspects such as quality, occupational risks and responsibility with the environment. This is what is known as corporate social responsibility.
Its main feature is the alignment of the entire organization with its strategy at all levels of the company. Dr. Kaplan, author of the Balanced Scorecard, a methodology for moving strategy to the operational level, refers to human resources as a high-performance, strategic asset. "High performance" suggests that each element of the HR system (selection, rewards, performance evaluation, development, etc.) is designed to maximize the quality of human capital in the organization.
An organization that wants to transform needs to first have clarity on what type of company it wants to convert, that is, to define the future vision for the coming years. Additionally, it must raise what will be the differentiation that it will have with respect to similar companies in something that is valuable for its clients and turn it into a proposal on which its strategy will rest. Once the company is clear about its strategy, it must identify the critical processes on which that strategy will be based, so that it can identify what new competences, abilities and skills will have to be provided to the human resource, if you want to make it the main actor. to achieve the strategy.
A motivated human resource is the sustenance of any company. In different media, the formula has been put forward that "total customer satisfaction occurs, if and only if, there is total employee satisfaction." A unmotivated employee will hardly give his best. It is important to note that the company environment is what creates the behavior and characteristics of the employees, not the other way around. Once leaders create the appropriate work environment, employees adopt habits where there is a strong focus on customer satisfaction, both internal and external, they make decisions where they are needed for their high “empowerment” as well as based on data analysis. A human resource that is permanently trained and developed in an organization that learns permanently.
A company aligned and with a shared vision, which is governed by values, makes the client its reason for being and understands that the only way to make its strategy be carried out is through its human resources. He understands that the value of the company is in the development of its intangible assets as the only way to differentiate itself in the market. Its reward system supports strategy and permanently reinvents itself.
High Performance companies have overcome the satisfaction of basic human resource needs, so they focus on providing spaces for the development of the full potential and the realization of the human being. Of course the opportunities for personal growth, promotion and bonuses are elements that are always present.
HR department:
In many companies the human resources professional has been detached from the strategy, has concentrated on administrative tasks, such as control of attendance, distributing warnings, control of the payroll. Some companies have changed the name but their work remains the same.
Organizational development requires a staff prepared and committed to the company's strategy, identifying the new competencies, skills and knowledge that the staff requires, as well as preparing the agenda for change that the company needs, in creating culture, organizational leadership and alignment.
As Kaplan says, HR professionals have evidence that human resources can really be a source of value creation. The most difficult challenge is to identify what changes in the HR system will create that value in each particular organization. A High Performance HR system is just the first step. Thinking more broadly in terms of the HR system (function, system, strategic employee behaviors), companies must position the HR system within the overall process of strategy implementation. A High Performance HR system also provides a basis for managing both HR and measuring its impact on company performance. “As the first link in HR architecture, HR professionals must recognize the role of creating value with HR.The organization focused on strategy starts with a HR professional focused on strategy ”
Among the strategies that must be implemented to maintain high performance within organizations, are keeping the vision of the company alive and being consistent between what is preached and what is done, if a company promotes work in team but pay individually, the contradiction will soon become apparent. Another additional aspect is living the values and frequently identifying the obstacles that oppose them, in addition to strengthening the leadership of its main executives making them the first high-performance team.
The sport has given many signs that it is not just about hiring the best stars to achieve a high-performance team, the most recent example is Real Madrid in Spain. A company should be more concerned with the attitude of the person to learn and to change than with its academic curriculum, important but not sufficient.
The company, rather than hiring staff, must think about developing its own people, giving them the necessary skills to obtain the results that the company seeks. Each organization must develop the training of its personnel according to its own needs, for this it must identify the strategic processes, identify the families of positions necessary to achieve the strategies, as well as define the new profiles of positions that the personnel are expected to fulfill in new positions. Once you establish the “gap” or difference between what you have and what you need, you reduce the difference by means of a training plan.
In general terms, there are no recipes, about what characteristics a High Performance company or its personnel should have, or about what training to offer. It is not true that by simply copying what high-performing organizations do, they will achieve equally successful results. If a company does not have a clear definition of what it is looking for and how it will differentiate itself from other companies, the emulation of best practices will keep it alive for a short time, but will inevitably perish if it does not really establish its vision, strategy and the new direction that The company must develop to maintain itself in the future.
