Professional Documents
Culture Documents
stream of subsequent research, the follow- performance organizations is not only the
wide use of teams, but their consistent ef-
ing strategic HRM practices were identified
forts to create and empower teams capable
in high performance organizations (HPO).
of making innovative decisions and driving
strong results. Such teams do not, how-
1. Engaging in Selective Hiring. On its face,
ever, suggest the absence of leadership or
most managers would contend that they
management by committee.
already engage in selective hiring, i.e.,
they pick the best person for the job. The
4. Providing Extensive Development & Training.
acid test, however, is whether the human
Every person has painfully experienced in-
resources of a firm represent a collective
effective training programs. As a result, it is
competency and innovation which propel
not uncommon for managers to be skeptical
a firm above its competition. To achieve
of the value of training. High performance
this level, a firm must engage in strategic
organizations develop an extensive array of
HRM planning to forecast its future human
employee training and management devel-
resource needs and competencies, develop
opment programs, configured in a strategic
innovative recruiting tactics to find and at-
plan, to strengthen the competencies of its
tract the talent needed, commit to a com-
human resources. Moreover, they measure
prehensive selection process which includes
the results and make adjustments as neces-
assessment tests and background checks,
sary to insure results.
and install a cultural immersion process to
fully integrate a new person into the firm.
5. Disclosing Essential Information. High per-
formance organizations openly disclose key
2. Fostering Employment Security. Most man-
strategic and financial information to all of
agers react to the notion of employment se-
their employees; in short, they don’t “keep
curity with disbelief in the face of economic
them in the dark”. Issues of strategic and
uncertainty. Yet, we know that a lack of em-
intellectual property are clearly addressed.
ployment security adversely affects human
performance and promotes turnover. First,
6. Creating Supportive Cultures. High per-
high performance organizations are willing to
formance organizations are culturally sen-
openly commit such security to their core em-
sitive to the social norms and practices
ployees. Second, installing systems to insure
which may facilitate or inhibit their results.
regular performance feedback, e.g., letting
They routinely examine their work cultures
people know where they stand, fosters em-
and intervene to change inhibitors and
ployment security. It entails a social contract
strengthen facilitators of performance.
within reasonable business parameters.