Sustaining Employees' High Performance

Define sustain high performing employee

If your goal is superior, high performance employees who are focused on contribution and continuous improvement (and I sincerely hope it is), you need to manage people within a performance management and development framework. When you implement each of the components recommended, you'll ensure the development of the superior workforce, the high performance employees

Characteristics of a High Performance Employee

Strong Communication Skills
High performers are undoubtedly strong, wellrounded communicators. They can get their message across verbally and in writing in a variety of situations. Using these skills the high performance employee represents the company well in a variety of situations.

 Seeks to Build Relationships

Whether the workplace has 10, 100 or more than 1,000 employees, strong relationships make work easier and more effective. High performers develop these relationships with their bosses, co-workers, peers and external stakeholders. Strong relationships enable high performers to gain cooperation, information and buy in, making work more effective.

 Values the Mission

Successful organizations are driven by a common mission and goals. The best performers have a clear understanding of these and value the importance of mission and goals as drivers of business decisions and actions. Top performers use the mission to evaluate options and identify those that are most likely to drive the business.

 Always Looking to Improve

Mediocrity is not acceptable to high performers. They are always seeking ways to improve themselves and the people around them. This includes personal skills and knowledge.

 Keeps Up-to-Date on the

Industry and Community

Excellent performers do not work in a vacuum. They are active in the industry and community in order to understand trends and competition. This networking also enhances company image and involvement in the community. Consistent networking helps identify top talent for future openings to grow a culture of high performance.

HOW TO CREATE HIGH PERFORMANCE EMPLOYEES By Jim Kimberly

1. Establish Performance Expectations provide constructive feedback if expectations are not met. performance. Discuss your expectations for both productivity and interpersonal interactions, then be prepared to Most companies clearly communicate performance goals in terms of job output, such as the number of widgets assembled or the number of sales closed. Unfortunately, not as many companies address the less tangible attributes of a top performing employee, such as communication skills and cooperation with other employees. The ability to communicate clearly and get along with others is essential for effective
2 . Provide Constructive Feedback It takes regular and consistent feedback to change behavior. Dont sit back and wait and see if an employee will finally get it.

3. Establish a positive relationship Show appreciation, get to know employees personally and understand what motivates them. Building a relationship is critical for you to make deposits into the trust bank of employee goodwill. This becomes the foundational support on which critical feedback stands.
4. Observe behavior Be prepared to notice specific examples of employee behaviors (effective and not so effective) in the workplace. Your radar needs to be up!

5. Prepare before giving feedback Take a few minutes to think through what you want to say and how you will say it. A few minutes here may help you begin with the right words and not get the employee on the defensive

6. State your intention to help

If your intentions are to criticize, dont bother with the feedback because the employee wont hear it. 7. Share your perceptions of behaviors and their organizational impact Describe your views and how it affects you, customers and co-workers. 8. Ask questions and create dialogue Adopt an attitude of inquiry vs. giving a soliloquy and you might learn more about the situation. Dont assume your view is the gospel . Instead, have a dialogue about the situation.

9.Agree on the action plan

Who will do what by when? Make sure that agreements and performance expectations are clear. Consider sending a memo that confirms the action plan so no misunderstandings arise.

10. Offer support Be prepared to offer and deliver support when needed.

11. Follow up
This step is often forgotten because we lose track of the action plan. Consult your notes and set up regular weekly check-in times.

Thank you