In this article, we will discuss the need for transforming to a performance-oriented organization through an example.
A dairy manufacturing organization which was essentially rural based with not many HR systems in place felt the need to reorient itself to professionalize and drive performance through structured processes.
HR Footprints travelled the breadth and width of the organization, interacted with the top management to shop floor to understand specifically the business needs and designed a performance management system in collaboration with the senior management.
By partnering with the internal teams, HR Footprints facilitated communication of the new system, provided hand-holding to the line managers in transitioning to the new system and successfully transitioned to the new process that will drive measurable performance.
HR Footprints worked closely with the client over eight months to take the idea to execution. The aim was to increase efficiency with a leaner, agile, and focused orientation to their workplace. The organization is now performance-oriented, has well-performing teams, and keeps a constant eye on their performance metrics.
One important thing to keep in mind when orienting your organization for performance is to necessarily incorporate quality, quantity and efficiency factors and not to leave any of them out. Developing a work culture based on these factors is extremely crucial.
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