High performance culture

The High-performance cultures are ones in which the achievement of high levels of performance is a way of life.

The characteristics of high performance culture as follows: 

Management defines what it requires in the shape of performance improvements, set goals for success and monitors performance to ensure that the goals are achieved. 

Alternative work practices are adopted such as job redesign, autonomous work teams, improvement groups, team briefing and flexible working. 

People know what is expected of them— they understand their goals and accountabilities. 

People feel that their job is worth doing, and there is a strong fit between the job and their capabilities. 

People are empowered to maximise their contribution. 

There is strong leadership from the top which engender the shared belief in the importance of continuing improvement. 

There is a focus on promoting positive attitudes that results in an engaged, committed and motivated workforce. 

Performance management processes are aligned to busies goals to ensure that people are engaged in achieving agreed goals and standards. 

Capacities of people are developed through learning at all levels to support performance improvement and are provided with opportunities to make full use of their skills and abilities. 

A pool of talent ensures a continuous supply of high performers in key roles. 

People are valued and rewarded according to their contribution. 

People are involved in developing high performance practices. 

There is a climate of trust and teamwork, aimed at delivering a distinctive service to the customer. 

A clear line of sight exists between the strategic aims of the organisation and those of its departments and its staff at all levels. 

Mir Shamsul Alam.