HR training
Performance
optimisation
INGRID BAHR, SENIOR ACCOUNT DIRECTOR,
BCD MEETINGS & EVENTS, IDENTIFIES THREE MAIN AREAS TO ADDRESS
IN ORDER TO SECURE LASTING STAFF IMPROVEMENT
erformance optimisation
– two words that can be
both exciting and daunting
for a growing operations
team. When implemented correctly,
performance optimisation can lead to
powerful and lasting improvements,
without anxiety.
There are three primary areas to be
considered: 1) Process 2) Training and
3) Growth and succession planning.
Process. A team’s processes are the
bedrock of its success. However,
outdated processes; redundancies; and
antiquated systems can encumber even
the best team’s performance.
To elevate performance, you must
begin by evaluating the entire team’s
processes. Engaging team members in
process improvement will provide the
most valuable feedback, and allow them
to feel heard and contribute. It also
creates goodwill and improves change
management as their input creates ‘buy
in’ to the concept.
When looking at each process,
determine the average amount of time
each step takes to complete. Ask if every
step is necessary or can it be eliminated
or simplified to drive the same result?
Can any steps be changed, standardised,
eliminated or automated with
technology?
Are you allowing too many custom
steps or exceptions for your team to
realistically handle in an efficient and
sustainable way? In one case study,
website developers found that a lot of
Training. The second area of focus is
training. We move in a fast world, and
process changes happen often. Yet, we
commonly forget to do ‘back to basics
trainings’ with our teams. To keep pace,
take time annually to focus on the basics
and ensure the team is consistently
following the same steps. There is no
gain in having an efficient process if the
team is not consistently following it.
time was lost customising websites and
allowing unlimited edits. As a result,
the developers created website templates
that included standardised language to
eliminate the level of customisation it
previously offered. Additionally,
approved content had to be submitted
prior to commencing the build, which
eliminated the number of edits. This
resulted in a 25% savings in both time
and costs. As this example illustrates,
the more you can standardise and
template your processes, the more
efficient your team will be.
“Approved
content had to
be submitted
prior to
commencing
the build,
which
eliminated
the number
of edits. This
resulted in a
25% savings
in both time
and costs.”
ISSUE 100
Growth & succession planning. The
last area of focus is growth and
succession planning, which is not an
area that most people would consider
for optimisation, but it is equally
important. Creating layers within a
team allows for upward mobility and
benefits your succession planning
objectives.
Opportunity for growth does not
always have to equal employee
promotions. It can also be achieved by
identifying subject matter, experts and
leaders for various initiatives. When you
create an environment where people can
be heard and grow within an
organisation, morale will increase, and
staff churn reduces – the latter of which
is a detriment to your customer base as
intellectual capital is inevitably lost with
transitions.
Evaluation of the new process is
critical as you may not always get it
100% correct the first time. Continue to
re-evaluate the process, train your team
and engage your experts to ensure your
team’s performance are at optimal
levels.
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CONFERENCE & MEETINGS WORLD
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