Human Performance Improvement
Connecting employee capabilities to business strategy today requires that organisations view the development of their people as only one of the critical links in the performance improvement chain. Other links, of course, are equally important to driving business strategy: aligned work processes and performance measures, integrated workplace tools, new technologies, and management support of new knowledge or skills.
Connecting People and Performance to Business Strategy
“There is a world of difference between compliance and commitment.The committed person brings an energy, passion, and excitement that cannot be generated if you are compliant, even genuinely compliant.”
— Michael De Kare-Silver Author, Strategy in Crisis:Why Business Urgently Needs a Completely New Approach
Today’s competitive realities make it imperative that strategy execution be a shared responsibility, not just the charge of an organisation’s leaders. A workforce that performs in harmony with well-crafted organisational goals becomes a powerful force in the marketplace. Yet how to align employees’ priorities and work behaviours with overarching business strategy remains one of the great leadership challenges of our age.
Often, new business strategies are launched to employees without helping them set new priorities for their jobs and for themselves. To close this alignment gap, leaders frequently turn to a time-honoured remedy: employee training events.
High-performing organisations have long used well-targeted training to close skill or knowledge gaps crucial to executing business strategy. At the same time, organisations implement training and development activities without showing employees the connection to business strategy. These independent activities collide, leaving employees to their own interpretation about how they need to perform or how they might improve their personal capability to execute strategy.
Many studies show that implementing training in isolation of other influences on employee performance delivers only limited results. What does result are organisational goals and behaviours that land wide of the strategic bull’s-eye, diminishing the return on time and dollars invested in change.
The new challenge for today’s leaders is to understand how to fortify and align development initiatives like e-learning, classroom training, management coaching, or improved recruiting and selection processes with other workplace supports so they can create more than fleeting improvements in organisational performance. Organisations that generate strong return on learning investments understand that the key to enduring performance improvement is how the skills or knowledge imparted during training events are reinforced or assimilated once employees return to the job. These organisations also grasp the vital importance of linking training and development activities directly to business strategy.
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