Organizational Performance Report: HPW, PM, and Change Management

This report provides a comprehensive analysis of organizational performance, focusing on High Performance Working (HPW), Performance Management (PM), and Change Management strategies. It begins by defining HPW and its components, including vision, employee engagement, and culture, and then evaluates its results, such as sustained organizational performance, employee wellbeing, and competitive advantage. The report also identifies barriers to HPW, such as globalization and lack of support. The second section delves into Performance Management, defining it, outlining its components and cycle, and exploring the roles of line managers and other participants. It further examines how PM contributes to building capability, promoting diversity and inclusion, and fostering learning and development. The report also covers talent management, succession planning, and reward systems. Finally, it addresses change management, communities of practice, employee value proposition (EVP), and organizational culture, providing insights into how these elements impact and contribute to high organizational performance. The report concludes with a discussion of how HR can help develop a culture of continuous improvement.

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Improving
Organizational
Performance
Section 1: High Performance Working & High
Performance Working Organization
1.1 Analysis of the concepts and components
High Performance Working (HPW)
The UK Commission on Employment and Skills define HPW as:
‘a general approach to managing organisations that aims to stimulate more
effective employee involvement and commitment in order to achieve high levels of
performance… designed to enhance the discretionary effort employees put into
their work, and to fully utilise the skills that they possess.’
- You can also define in the context of your organization
High performance team is a pool of talented employees working
towards the achievement of common goal ,vision of the organization
by effective collaboration, and team work.
- It is a way of working that raises productivity and employee wellbeing
-
Components of HPW
 Strong vision
 High commitment from management
 Flexibility – e.g decision making
 Employee Engagement – driven by extrinsic and intrinsic motivation
(motivational theories) TRA has high bonus rewards for individual and

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teams. Also employee are also appreciated for team work with
certificates.
 Creating and sustaining the culture – driven by mutual trust,
enthusiasm and commitment to the direction taken by organization.
High Performance Working Organization (HPWO)
 Engaged and empowered workforces and high quality of products and
services
 Teamwork is a cornerstone
 Highly effective companies manifest 14 characteristics (BCG Analysis,
2011)
TRA is a high performance working organization as we technicial team
and the only authority regulating the country’s telecoms operators.
References
https://www.industryforum.co.uk/resources/articles/high-performance-
working-hpw/
https://www.employment-studies.co.uk/system/files/resources/files/mp36.pdf
https://www.cipd.co.uk/knowledge/strategy/sustainable-performance
https://hpoinsight.com/
https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/
developingandsustaininghigh-performanceworkteams.aspx
1.2 Evaluation of results of HPW
Sustained Organization Performance
 Sustain performance in consideration of both internal and external
challenges
 High-performance working practices – effective people management
practices, setting up the organization climate ( High employee
involvement practices, HR practices, reward practices etc. ) 2005 CIPD
research established 35 complimentary HPW covering 3 broad areas.
 High-performing individuals - well-designed HR policies and strategies
result in higher levels of organization performance through developing

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capable and motivated individuals and giving them the opportunity to
perform to high levels. You can refer to CIPD report (Understanding the
People and performance link: unblocking the black box )
Employee Wellbeing
- Individual’s overall health – mental, physical and emotional.
- Job satisfaction – discretionary effort
- Commitment - Emotional attachment to improve performance
- Diversity and inclusion
- TRA gives a good work life balance for employees with good instric
rewards and extrinsic rewards.
References
https://www.anzam.org/wp-content/uploads/pdf-manager/
1208_BARTRAM_TIMOTHY-479.PDF
https://www.cipd.co.uk/Images/moving-employee-well-being-agenda-
forward_2016_tcm18-15556.pdf
Competitive Advantage
 Changes in the workplace, reengineered processes which results to
higher productivity
References
https://www.employment-studies.co.uk/system/files/resources/files/mp36.pdf
1.3 Main Barriers to HPW
 Globalization – dimensions (advantages & disadvanbtage)
 Trust – Five mistakes as a trusted advisor
 Refer to p 37 of the workbook – measuring HPW
 Lack of support from management
 Cost factors
 Lack of consultation
 Market environment

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Section 2: Performance management
2.1 Performance management – definition what it is – what it is at your company
PM should be linked to business strategy and organisational goals
PM is continuous process of self development with the approach of achieving
organization goals and action plans to improve organization performance.
2.1.1 Components of a performance management full cycle from induction (p.
132).
2.1.2 Key features of the PM process
2.1.3 Appraisal – pros and cons.
Costly, destructive, monologue, infrequent, stressful, subjective command and
control about person, bias, focused on reward
2.1.4 PM cycle model: Life cycle of performance management 11 steps – check video
2.1.5 PM goal setting – when, involved parties
2.1.6 PDP plan
2.2 Role of line manager and other participants involved in PM
 Roles of different all different stakeholders - (HR, Line manager , Learning and
development )
 LM drive performance conversation, identifying training needs,
 HR is in charge of administrating performance cycle
 L&D roll out of training calendar
2.3 Performance management contribution to promoting challenge, building
capability & recognising & rewarding talent.
2.3.1 Building organisational capability. What is org. capability? – ability to
effectively manage available resources for optimal org. performance –
3 Manage short and long-term reward objectives
4 Building capability across all department
5 Deploy internal and external talent
6 Improve leadership capabilities
4 steps (p.75)

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2.3.2. Diversity and inclusion (CIPD) - vital for employees to be able to participate
and achieve their potential
 Diversity – CIPD - Everyone is a unique person. people are different in all sorts of
ways.
o Include visible and non-visible factors: e.g. background, culture, personality,
work-style, accent, language etc.
o difference is recognised and emphasised, but not actively leveraged to drive
organisational success
 Inclusion - an effective PM, it should involve everyone from top to bottom.
o everyone feels valued,
o contribution matters
o staff able to perform to their potential no matter their background
2.3.3 Learning and Development - focusing business objective, can help drive
sustainable performance.
 Describe L&D strategy - articulates the workforce capabilities, skills or
competencies required, and how these can be developed, to ensure a
sustainable, successful organisation.
2.3.4 Talent Management and Succession planning
 What is talent?
 What is talent management
 Describe talent management cycle TA+Resourcing etc.
 Succession planning – part of talent management cycle,
o movement, promotion, career path, leadership development, retention
strategy job rotation, exits.
Reward (Benefits, Non-financial, Fairness and Equity)
 Total reward
 Extrinsic/intrinsic motivation and reward, balance between both
 main principles of reward, importance of fairness and equity
 Performance appraisal and strong link to reward, must be an ongoing
process, financial reward is not everything
 Employee engagement
At TRA has a good rewards package of extrinsic and instrinsic to keep
the staff motiviates
Change Management
 How does change affects performance;
 Why change is necessary;
 Best practices of a change managements Kotter’s model (slide 146),
Transition curve (slide 147) etc. and link to your org.

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 How to sustain high performance during the organizational change –
role of HR in supporting change.
Communities of Practice
Define COP and how they contribute to HPO, give examples in your own
company.
Definition:
 Group of people who share same interest or profession
 Come together to exchange knowledge, information and experience
 Formal and informal bodies- Formal (MENAlac Council) Informal (CIPD
students)
 Bodies engage through an online portal or face to face interaction
 COP encourages and influences organizational performance by
encouraging new perspectives, induces collective learning, promotes
innovation which all contribute to HPO
EVP
 Define EVP- ‘what’s in it for me’- Add EVP Diagram.
 EVP’s role- how it differentiates the company from competitors
 How does EVP look like in your organization- how does it affect your
company’s culture and work environment
 How does it influence employer branding- attracting, retaining and
engaging employees.
 Brand strategy and communication plan.
 Alignment of EVP with talent management and reward strategy
 How to use employee survey data to develop a formal EVP.
 EVP implementation road map- involving senior leaders early in the
EVP development, role of line managers
 Monitor progress
Culture
 Define culture in the context of HPO and talk about low and high
context culture and reference it to Hofstede’s Dimensions of culture or
Trompenaar’s Organizational Cultures diagram.
 Reference Gallup from CIPD website.
 Talk about performance management in your organization and how it
is embedded your org. strategy and how it enable empowerment, trust
and enhances capability at all levels.
 Role of communication and collaboration in developing a shared
purpose.
 Support of Learning and development to identify gaps and develop
skills.

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 How HR can help develop a culture of continuous improvement;
Alignment of strategy, facilitator of performance management
program.