Staff Development: HPW, Engagement, and Competitive Advantage

This presentation, created for Alexandra-Reisse, a financial institution, analyzes the impact of High Performance Working (HPW) on employee engagement and competitive advantages. It explores how effective individual improvement enhances team performance, emphasizing the importance of HPW practices such as realistic job previews, employee onboarding, mentoring, and leadership development. The presentation correlates employee engagement with profitability and competitive advantages. It addresses the importance of offering competitive salaries and rewards, while highlighting the pitfalls of rewarding underperforming employees. Furthermore, it underscores the role of HRM in attracting, retaining, and motivating employees, particularly in today's competitive business environment. The presentation concludes by emphasizing the benefits of HPW in increasing employee engagement, achieving competitive advantages, and supporting both individual and company performance objectives, including productivity and skill development. The presentation references various academic sources to support its findings.

Developing individuals, teams and
organisations

TABLE OF CONTENT
 Introduction
 Contribution Of HPW To Employees Engagement And
Competitive Advantages
 Conclusion
 References

INTRODUCTION
 Effective individual improvement help to better team working and
performance within the organizations.
 This presentation is based on Alexandra-Reisse. It is the financial
institution which provides financial services to the people.

Contribution of HPW to employees engagement
and competitive advantages
 High performance working is the normal approach to manage which purposes
to impact more effective employee participation and commitment in relation to
accomplish high level of performance. It is the designed to increase
discretionary effort workers put into their work and wholly use abilities which
they feature.
 In order to that high working performance practices are employee management
tactics which is raised productiveness and profitability of companies. These
tactics are implemented systematically and fairly throughout company over
time.
 They enhance employee engagement, support high performance and
productiveness, build consumers trust ans loyalty as well as raise profitability.
There are some examples of practices of high performance working such as
realistic job preview, employee on boarding strategy, constantly mentoring and
leadership development strategy and so on.

CONTINUE..
 Employee Engagement:
 High performance working is essential to employee
engagement within the Alexandra-Reisse.
 Employee engagement and profits can appear like
complex different metrics to square. Engagement leads to
profits and wisely publicized and distributed leads to
engagement.
 Correlating engagement and performance which can
hardly come that employees who go above and beyond.
People who invest that discretionary efforts which are
among the most engaged.

CONTINUE..
 It can reinforce engagement by offering good salaries
and rewards but ultimately the objective is high
performance not satisfied workers.
 Any people wants is staff populated with satisfied under
performers.
 High performers frequently become frustrated and
disengaged if they look dull core employees acquiring
the same bonuses which they themselves receive.

CONTINUE..
Competitive Advantage:
 High performance working is very essential to
competitive advantages in today competitive business
environment.
 Human resource management capacities are essential
for attracting, choosing, retaining, motivating and
improving manpower in the Alexandra-Reisse.
 If the staff development managers and team leaders
follow all the practices of high performance working, so
that it increase employees engagement which help to
achieve the competitive advantages of the firm.

CONTINUE..
For example: if the employee are not happy with their rewards and
benefits within the company, so that staff development manager
needs to follow high performance working practices like employee
rewards and benefits programs in the Alexandra-Reisse.
This situation can happen demotivation, decrease employee
engagement and reducing the competitive advantages of the
organization.

CONTINUE..
 With the HPW, leaders and managers attract, develop and retain
employees which are emerging as important components in strategic
decision making.
 Skills and motivated workers giving the fast and flexibility its required by
new market instant has raised strategic significant of human resource
management issue at the time.
 When traditional sources of competitive advantages like quality,
technology, economic of scale and so on.

CONTINUE....
 Therefore, manager needs to follow all practices of high
performance working for increase motivation, high employee
involvement and fulfil competitive advantages by employees for
the Alexandra-Reisse.
 In this context, high performance working is very beneficial for
employee engagement, competitive advantages and sustainable
performance objectives of individual as well as company.
 HPW help to improve productivity, developing the skills and
competencies within the firm. With this, they achieve the personal
and professional goals and objectives.

CONCLUSION
 From the above presentation, it can be concluded that high performance working
help to increase the employee engagement and competitive advantages.
 Furthermore, presentation has analysed that different high performance working
practices such as leadership development strategy, employee on boarding strategy
and employee rewards as well as benefits of programs.
 It is beneficial for employee engagement and competitive advantages by giving the
specific situation of firm.

REFERENCES
 Shields, J. and et.al., 2015. Managing employee performance & reward:
Concepts, practices, strategies. Cambridge University Press.
 Hayes, J., 2018. The theory and practice of change management.
Palgrave.
 Kearney, R., 2018. Public sector performance: management, motivation,
and measurement. Routledge.
 Hitt, M. A., Xu, K. and Carnes, C. M., 2016. Resource based theory in
operations management research. Journal of Operations Management.
41. pp.77-94.