PERF RMANCE 04 - The Performance Portal - Ernst & Young
PERF RMANCE 04 - The Performance Portal - Ernst & Young PERF RMANCE 04 - The Performance Portal - Ernst & Young
Figure 1. The PerformanceSystem.mapping tool 1 2 3 Workplace-relevant intercultural awareness Performance expectations match Workplace-relevant intercultural communication Collaboration excellence Enabling elements Steering elements Management Adequate coordination Are all elements coordinated adequately? Sufficient knowledge about customers Are customers‘ needs and expectations sufficiently known? Promoting job design Is the design of the workplace performance enhancing? Sufficient resources Are all necessary resources available? Sufficient support Do the performers get sufficient support? Appropriate consequences Are consequences connected to action and are they performance enhancing? Clear aims Do the goals + performance standards meet the customer‘s needs, are they sufficiently clear, and have they been accepted? Adequate feedback Is there adequate performance feedback? Proper input Does input meet desired standards? Work flow (part of any business process) Competence Does the performer have enoughabilities, skills, competencies? Desired execution Is the work being carriedout according to the standards? Desired output Does the output conform to the requirements? Customer Drivers Performer Source: Wittkuhn, Klaus; Das Performance System auf der Aufgabenebene in: Wittkuhn, Klaus D., Bartscher, Thomas (Hrsg.): Improving Performance, Leistungspotenziale in Organisationen entfalten, Luchterhand 2001.
Making a world of difference The PerformanceSystem. mapping tool Benefits: • All factors influencing, enabling and driving performance are visible as one system. • Performance management becomes easily comprehensible without oversimplifying. • Performance problems are no longer equated with performer problems (suddenly there is more than skills and motivation). Phase 3 — Intercultural skills After a shared performance system has been developed, it is not unusual for team members to still exhibit insecurities in interactions with each other. Indeed, the group has found a shared perspective on how to collaborate, but how will they resolve conflicts? To learn how to react effectively in work situations, skills training is now appropriate. Once typical work scenarios have been rehearsed, all team members will be more secure in their collaboration. The team is ready to perform in excellence. “Improving collaboration cannot be accomplished by improving communication alone.” • Each element can be discussed singly without losing sight of the interrelations within the system. • Cultural differences in the design of performance management are displayed and can be discussed objectively. • A shared concept of performance can emerge, which is understood and supported by all members of the team. • The visualization helps to reduce misunderstandings in the course of discussion (especially important for intercultural teams). Summary Cultural awareness training that emphasizes communication delivers only a partial solution for the challenges faced by intercultural work teams. Improving collaboration cannot be accomplished by improving communication alone. To achieve sustainable changes in collaboration, performance improvement professionals must help create a shared performance system owned by all involved parties. This will make different expectations transparent, manageable and comparable, and will establish a strong foundation for continued, ongoing collaboration. 29
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Figure 1. <strong>The</strong> <strong>Performance</strong>System.mapping tool<br />
1<br />
2<br />
3<br />
Workplace-relevant intercultural<br />
awareness<br />
<strong>Performance</strong> expectations<br />
match<br />
Workplace-relevant intercultural<br />
communication<br />
Collaboration<br />
excellence<br />
Enabling elements<br />
Steering elements<br />
Management<br />
Adequate coordination<br />
Are all elements<br />
coordinated adequately?<br />
Sufficient knowledge<br />
about customers<br />
Are customers‘ needs<br />
and expectations <br />
sufficiently known?<br />
Promoting job<br />
design<br />
Is the design<br />
of the workplace<br />
performance<br />
enhancing?<br />
Sufficient<br />
resources<br />
Are all<br />
necessary<br />
resources<br />
available?<br />
Sufficient<br />
support<br />
Do the<br />
performers<br />
get sufficient<br />
support?<br />
Appropriate<br />
consequences<br />
Are consequences<br />
connected to<br />
action and are<br />
they performance<br />
enhancing?<br />
Clear aims<br />
Do the goals +<br />
performance<br />
standards meet<br />
the customer‘s <br />
needs, are they<br />
sufficiently clear,<br />
and have they<br />
been accepted?<br />
Adequate<br />
feedback<br />
Is there adequate<br />
performance<br />
feedback?<br />
Proper input<br />
Does input<br />
meet desired<br />
standards?<br />
Work flow (part of any business process)<br />
Competence<br />
Does the<br />
performer have<br />
enoughabilities,<br />
skills,<br />
competencies?<br />
Desired execution<br />
Is the work<br />
being carriedout<br />
according to the<br />
standards?<br />
Desired output<br />
Does the output<br />
conform to the<br />
requirements?<br />
Customer<br />
Drivers<br />
Performer<br />
Source: Wittkuhn, Klaus; Das <strong>Performance</strong> System auf der Aufgabenebene in: Wittkuhn, Klaus D., Bartscher, Thomas (Hrsg.): Improving <strong>Performance</strong>, Leistungspotenziale in<br />
Organisationen entfalten, Luchterhand 2001.
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