CHROs need to drive high performance, and here’s how

High performance, as Sakeena Adams, senior people business partner for AME & APAC at Sage says, is the holy grail of organisational achievement. “It’s the key to unlocking exceptional results, driving growth and staying ahead of the competition.”

Driving high performance requires a focus on both short-term goals and long-term sustainability, as well as building a company-wide high-performance culture, says Sakeena.

Ensuring that this culture is implemented and driven throughout the organisation requires undertaking a strategic approach that is required to be communicated across all levels in the company.

Culture needs to be fostered throughout the business, starting with those leading the organisation, says Sakeena. “A high-performance culture is built on trust, accountability and open communication,” she says.

“High-performance leaders inspire and motivate others with their purpose, passion and commitment. They lead by example, demonstrating the behaviours and values expected of others and/or their team. Having compassion is key for a successful high performance team,” she says.

Sakeena adds that leaders should not only encourage collaboration, innovation and experimentation, but also embrace calculated risk-taking and learn from failures. Such agility and adaptability are vital for high performance in today’s fast-changing business environment, she notes.

“Leaders should be willing to pivot when necessary, embracing new opportunities and challenges as they arise,” says Sakeena.

She explains that the first step is to set clear goals and a vision. “A clear and compelling vision is the foundation of high performance. Leaders should define and communicate a shared purpose, goals and expectations that inspire and motivate employees.”

There’s also a very practical aspect to inculcating a high-performance culture within a company, says Sakeena. “Driving a high-performance culture requires talented and engaged employees.”

Constant development to ensure that a company’s employees are fulfilled and challenged at work means that businesses need to invest in constant development that matches a colleague’s abilities as well as their desired progression plan, says Sakeena.

She explains that this means investing in training, development, succession planning and mentoring programmes that help employees build employees’ goals and skills. “Regular feedback, coaching and recognition also help drive motivation and engagement.”

A key way of implementing strategies that lead to high-performance teams is to make the best use of technology, says Sakeena. “Streamlining processes and automated systems simplifies tasks, reduces manual errors and increases efficiency.”

Linked to all of this, she says, is using data to help make decisions, which is critical to high performance. “Leaders should leverage data analytics and insights to inform strategic decisions, measure progress and identify areas for improvement,” says Sakeena.

The use of technology can also eliminate waste and can help organisations achieve operational excellence, says Sakeena. “Leaders should continually assess and improve systems, processes and workflows to maximise efficiency and productivity.”

Sakeena explains that having the right systems in place creates capacity, as it removes the need for employees to be engaged in mundane tasks and, as a result, enhances productivity. “This is, ultimately, heaven at your fingertips. Integrating data and centralising systems enables information to be consolidated, providing a single source of truth. Advanced analytics and reporting capabilities uncover hidden trends and patterns.”

Proper data also helps companies when it comes to establishing key performance indicators and metrics, which assists in tracking progress and ensures that the company stays focused on its end goal.

Data, and its proper interpretation, allows companies to determine where best to place employees within a company to make the best use of their skills, as well as how to help them grow, because it allows the merger of their capabilities with their desires to advance, says Sakeena.

This, in turn, assists with succession planning, she says.

“Succession planning is a critical component of building a sustainable future, ensuring that the organisation has a steady supply of leaders who can drive high performance. Following best practices and making succession planning an ongoing process, organisations can ensure they are well-positioned for continued success,” she says.

Here’s why Sakeena says succession planning is so important:

• Leadership continuity: succession planning ensures that the organisation has a steady supply of leaders who can drive high performance, even in times of change or uncertainty.
• Knowledge transfer: succession planning facilitates the transfer of knowledge, skills and expertise from one generation of leaders to the next, ensuring that the company’s intellectual capital is preserved.
• Talent development: succession planning helps identify and develop high-potential individuals, ensuring that they have the skills and competencies needed to drive high performance.
• Risk management: succession planning mitigates the risk of leadership voids, which can disrupt operations and impact performance.
• Competitive advantage: organisations with robust succession planning processes are better positioned to attract and retain top talent, giving them a competitive advantage.

Sakeena has also provided best practices for succession planning:

• Start early: succession planning should be an ongoing process, not a reactive response to a leadership vacancy.
• Identify key roles: focus on critical positions that are essential to the organisation’s success.
• Develop a pipeline: create a pipeline of talented individuals who can fill key roles.
• Provide development opportunities: offer training, mentoring and stretch assignments to help individuals develop the necessary skills and competencies.
• Regularly review and update: regularly review and update succession plans to ensure they remain relevant and effective.

The trick, says Sakeena, is finding the right software to ensure that a company makes the best possible use of technology. She says that Sage’s HR and payroll software solutions can drive operational excellence through streamlined processes, reduced errors, increased efficiency and continuous improvement. “This aligns with the goal of maximising productivity and achieving sustainable success.”

Through implementing all these strategies and taking advantage of the best technological offerings, organisations can drive high performance, achieve exceptional results and stay ahead of the competition, says Sakeena.

“Driving high performance is a journey, not a destination – it requires ongoing effort, commitment and dedication from leaders and employees alike and remembering one size does not fit all.”