What truly drives organizational success is not just a brilliant strategy or a cutting-edge technology. It also lies in the collective talent and potential of employees. To optimize organizational performance, organizations can develop and enhance human capital through capacity building. The University of California, Davis defines capacity building as “the process by which people and organizations obtain, improve and retain the skills, knowledge, tools, equipment and other resources needed to do their jobs successfully.”
Today, one concrete sign of the growing recognition for nurturing human capital is the increased attention to wellness programs. A powerful connection exists between capacity building, employee well-being, and organizational performance, fueled by both theoretical frameworks and empirical evidence. Two main theories provide a foundation for understanding this relationship:
Human Capital Theory: This theory posits that employees are a treasure trove of skills and knowledge, waiting to be unleashed and nurtured to increase organizational productivity and success. By investing in capacity-building, organizations enhance their human capital, leading to improved performance.
Organizational Support Theory: This theory proposes that when employees perceive their organization as supportive, their commitment to their jobs increases, their performance improves, and their stress and strain are reduced.
From the empirical perspective, a robust body of research supports the link between capacity building and organizational performance. One study demonstrated strong evidence that implementing capacity-building programs positively impacts talent development, employee resilience, and career development, leading to improvement in overall organizational performance. Further reinforcing this connection, another study examined the responses of 710 manufacturing small and midsize enterprise (SME) owners and found that organizational learning is crucial for both performance and success.
Extending this research to a specific context, in the United Arab Emirates (UAE), a study revealed that investing in employee training is crucial for sustainable success. However, talent attraction and retention alone do not significantly impact organizational performance. This connection underscores that while having skilled employees is important, the true driver of long-term success lies in the continuous development of those employees through effective training programs rather than merely focusing on hiring and keeping talent.
Finally, a case study of Metropolitan International University revealed that capacity-building programs have significant positive links with critical performance outcomes such as innovation, customer satisfaction, productivity, and retention.
The positive correlation between capacity-building initiatives and organizational performance is supported by compelling data.
Training programs play a crucial role in enhancing workplace dynamics, significantly impacting productivity, job satisfaction, and employee retention. Research from eLearning provider TalentLMS indicates that 80% of employees believe training directly boosts their productivity, while 75% find it beneficial for their engagement and overall job satisfaction. Furthermore, the retention power of training is evident, as 76% of employees are more likely to remain with a company that prioritizes continuous training. This sentiment is echoed by 86% of HR managers, who recognize training as a vital factor in fostering employee retention. Collectively, these insights underscore the importance of investing in training initiatives to cultivate a motivated and committed workforce.
In addition, training fosters performance enhancement among employees. Fifty-one percent believe it increases their confidence and 41% assert that it improves their time management skills. Beyond individual performance, training also strengthens employees’ connection to their organization and reinforces their sense of purpose. Notably, LinkedIn’s Workplace Learning Report 2024 shows that 80% of employees find learning experiences fulfilling and meaningful in their roles, while 70% feel a deeper connection to their company through the availability of training opportunities.
Implementing Effective Capacity-Building Programs
Effective capacity-building programs demand thorough planning and execution. This is exemplified by the U.S. Centers for Disease Control and Prevention (CDC). Their implementation shows that before initiating capacity-building efforts, it is essential to assess existing skills, structures, and resources to ensure a solid foundation for development. Once this assessment is complete, connecting relevant partners with expertise in the program can help identify capacity gaps, informing future development and potential partnerships. Building qualities such as trust, mutual respect, and commitment among all members of the organization is crucial for fostering a collaborative environment.
CDC’s roadmap for state program planning also shows that implementing a variety of engaging multimodal learning programs—including lectures, discussions, simulations, and case studies—can cater to diverse learning styles. Additionally, integrating technology through online learning platforms and interactive simulations can facilitate more dynamic engagement. Finally, it is important to monitor the impact of these training initiatives on specific goals, using key performance indicators (KPIs) such as productivity, quality, and employee engagement to evaluate effectiveness and drive continuous improvement.
Indeed, capacity building is essential for organizations to thrive in today’s global market. By investing in it, companies can enhance performance, achieve goals, and gain a competitive edge. Research consistently demonstrates a strong correlation between capacity building and organizational success, as evidenced by improved employee engagement, productivity, and overall performance.
Applying agility in the workplace has become a trend during the past few years for its wide range of benefits, such as adaptability, faster work speed, and innovation. However, some companies fail to implement it in its correct sense and gain its fruits. This raises several questions: is it because agile is only successful for software companies? Or is it because some companies may have a limited or ambiguous understanding of the concept and its implementation?
What does Agile mean?
Despite the fact that agility is one of the most popular and challenging concepts, there is no one common definition explaining it. A study explained that there are four main factors that most definitions highlight to define agile organizations. The first two are the organization’s ability to act to change in internal or external business environments at the right time and its response to act proactively on and predict change to make the most of it as an opportunity.
The third component involves learning and continuously expanding or accumulating skills, knowledge, and experience. Last but not least, agile organizations have to build a network structure, a people-centered and purpose-driven culture, as well as iterative processes to improve/enhance a product, service, and the like. Taking into consideration those factors, Petermann and Zacher define an agile organization as “a network of self-organized teams in which employees are able to autonomously make decisions and change the course of action”.
How to apply agility in your workplace
Although the rate of organizations applying agility in the workplace is accelerating, not all organizations are applying it in the right manner which might affect the employees’ performance in a negative way. This is not because agility works only in IT or software companies; agility can be implemented in almost all types of organizations. It is because companies are not embedding the concept in the right sense.
There are several building blocks for developing agility in the workplace such as strategy, values, agile team, organizational structure, agile leaders & managers, culture, and processes. These building blocks can be grouped into two categories: organizational level (strategy, organizational structure, culture, and agile leaders) and team and individual levels.
Organizational level
Strategy: For companies to successfully embrace agility, they should create an agile strategy that is aligned with their overall business strategy. This would create a clear roadmap for applying agility in the whole company.
Organizational structure: Having a long hierarchy that does not allow smooth decision-making does not allow for the successful implementation of agility.
Culture: Companies should embed agility and its components into their culture to successfully implement it.
Agile Leaders: In applying agility, leaders are not only knowledge experts or experienced managers anymore; instead, they are supportive leaders that allow decision-making and delegation within their teams.
Reward systems: Ashutosh Muduli (2019) recommends that allowing nontraditional rewards – like skill-based pay systems, improvement-based incentives, and nonmonetary rewards – do help in fostering workplace agility.
Information systems: They are crucial to boosting operational speed and flexibility within the workforce agility. Muduli pointed out that information systems will help in giving access to timely information associated with the customer, accounting, and business performance, as well as management, organizational leaders.
Team and individual levels
a. Team level (definition and characteristics)According to Petermann and Zacher, agile teams are defined as “teams that use agile methods in their daily business”. Despite a wide range of agile methods and practices, most of them involve common characteristics. Those characteristics include self-organization, delegation, a quick exchange of information, rapid and continuous two-way communication, and feedback with the customers as well as within the team.
Based on those factors, agile teams are able to develop high transparency and a method to measure progress. They have the capability to use iterative processes and respond to changes efficiently and successfully. Agile teams will be able to direct their attention on simple designs that reveal incremental steps that are easy to understand for everyone included.
b. Individual Level (definition and characteristics)
There is not one common definition for agile individuals that is accepted by everyone. Petermann and Zacher describe agile individuals as “people who have the abilities, knowledge, and skills to proactively seek opportunities, and are able to quickly adapt to new situations.” They are also characterized as people who have the required skills to predict, apply, and make full use of and derive benefit from changes.
c. Individual characteristics and team formation
Since individual characteristics and team formation are critical for implementing agility, Petermann and Zacher suggest that companies should re-evaluate their recruitment and development practices. Recruiters should highlight agility skills in their job postings in order to attract candidates with an agile mindset and personality. During interviewing and selection phases, HR people should focus on personality characteristics and cognitive abilities that focus on change.
Training and development are also very important to help agile teams adapt rapidly to changing market requirements. Agile teams need to get updated with the latest skills and knowledge to respond successfully to market changes. Leaders should also be provided with training to lead their teams successfully and efficiently.
Moreover, organizations should train their employees about various methods and tools (such as scrum) that could aid them to apply agility in the workplace. However, it has to be noted that not all circumstances are treated with the same amount of agility and not all methods and practices can be applied in all workplaces. Companies need to ensure that the methods they are using do suit their environments.
There is no doubt that implementing agility is not a piece of cake and companies need to understand the concept and its implementation thoroughly. You can find below some ideas on how you can do that:
Start small: It is better to apply agility on a smaller scale. For instance, you can start with the research and development department. When the team members master agility, they can transfer the knowledge and methods to other departments.
Stop and review: During the implementation phase, you should always stop and assess the current situation to make sure that you are applying agility in the right way, whether in decision-making, meetings, processes, or others. This will also help in assessing whether the teams do really understand the concept of agility or not.
Communicate: Always allow for two-way communication and feedback within the team members and from top-down and down-top in the company. This will enable feedback and continuous learning across the organization.
To sum up, agility can be applied in almost all companies and in any industry, however, they need to make sure that it is applied in the right sense to gain its fruits. Moreover, companies need to make sure that they need agility in the first place before they go into the hustle of its implementation rather than just trying to follow a trending concept.
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Editor’s Note: This article was originally published on January 07, 2022 and has been updated as of October 09, 2024.
Benchmarking, commonly known as learning from best practices, is an effective organizational performance tool that can boost a company’s performance, by enabling a learning experience that relies upon understanding best-in-class practices and implementing them within one’s own organizational structure.
This assessment process is conducted for the sake of improving your firm’s performance with the goal of filling the performance gaps between you and your best-in-class competitors or even exceeding their performance level in the long run.
However, as effective as it may seem, it is a time-consuming and resource-intensive activity that requires a well-defined methodology, action planning to identify best-in-class competitors, and an implementation strategy. Without these components, the positive effects of a benchmarking study on performance might be reduced.
The What, Why, and Who of Benchmarking
Benchmarking allows companies to focus on their strengths and weaknesses, by comparing them to those of their main competitors within their respective industry, or from another industry, which will allow them to strengthen their position on the market.
When searching for competitors, we focus on better understanding their best practices. Best practices refer to conducting a comparison of performance data, data that is obtained by analyzing our competitors’ similar processes and internal activities and by identifying those practices that led to superior performance. Once identified, those practices must be adapted and implemented within the boundaries of your own organization.
Hence, when conducted correctly, the benefits associated with benchmarking can include:
Measuring and comparing your organizational processes against those of another competitor or industry;
Discovering performance gaps;
Incorporating leading firms’ processes into your own process flow to increase performance and reduce gaps;
Future-oriented goal setting and improved resource prioritization;
Accelerating continuous process improvements – CPI;
Identifying better opportunities for growth;
Learning from industry standards.
To show that benchmarking is more than just comparing numbers, let’s consider the following example: in the electric utility sector, an electricity distributor has an average interruption time for residential customers of 105 minutes. Is this value good, acceptable, or bad? It is not easy to find an appropriate answer, unless the 105 minutes are compared to an objective standard, such as the industry standard of interruption time for the competitors in the sector.
However, it also depends on the company’s strategy. 105 minutes may be considered a satisfactory value for them, while someone else can view it as an alarming call for improvement.
The example above relies on the idea that performance represented through the usage of mere numbers can’t provide any meaning when analyzed without having a reference, or a benchmark value for the sector, as a comparison point.
When conducting a benchmarking analysis, no matter the industry of interest, there are usually three questions that must be answered before initiating the study:
What is to be benchmarked? (e.g. processes, strategies)
Against what or who will your organization be benchmarked? (e.g. KPI, competitors)
What will benchmarking do to my organization? (e.g. improve performance, analyze performance)
In general, nowadays, performance measurement has become a standard practice for any organization that uses KPIs.
However, the next step that needs to be taken to improve performance is the implementation of a benchmarking study, where your company can compare its own performance with the sector’s point of reference (a benchmark), or simply assess the compliance with respect to industry standards, understanding how you can learn from their best practices and apply them within your own organization.
Types of Benchmarking
A first step in conducting a benchmarking study involves the type of benchmarking that is to be constructed. This first step is necessary because any process, product, and function in a business are eligible for benchmarking.
The decision depends on the nature of the company, the sectors of interest, and above all else, it depends on what are the main goals the company has planned after its implementation of the best practices learned through this study.
There are three main typologies:
Performance Benchmarking: focuses primarily on the characteristics of products and services. For instance, analyzing # Average waiting call time in the customer care department
Process Benchmarking: compares similar activities to identify the most effective operating practices, for instance, % Delivered products on time
Strategic Benchmarking:focuses on identifying best practices in strategic processes to improve competitiveness within and beyond one’s own industry and assess what could be a long-term competitive advantage.
By contextualizing, benchmarking can provide the above-mentioned benefits to the company conducting the study, if it supports a strategic plan and if the plan is conducted on existing processes that are defined and in use.
The Bottom Line
Is benchmarking worth a company’s investment and time? Yes, it is a potentially powerful tool to promote continuous improvement in performance and performance comparison among industry players.
Nevertheless, you have to remember that quite a lot of attention and time must be dedicated to defining the initiatives that must be taken and to the methodology that is used, otherwise, the results may be ambiguous.
Given the complexity of designing a Benchmarking study and all the related challenges associated with it, The KPI Institute’s training program, Certified Benchmarking Professional, is designed to fill the gaps you might have or to provide complete new knowledge about aspects on how to conduct a benchmarking study.
For further knowledge, feel free to download any of our webinars that are focused on the idea of Benchmarking or take a look at our solutions, which span from audit services to framework optimization.
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Editor’s Note: This article has been updated as of September 17, 2024
Sustainability reporting has been increasing in scope over the past years, given that the number of organizations worldwide issuing sustainability reports has been growing yearly, driven by several major trends, reflecting shifts in the regulatory, community, investor and consumer landscapes.
Discover insights from Rami Al Tawil, General Manager of Organizational Excellence at Al Saedan Real Estate Company, as he shares expertise honed over nearly two decades. With a master’s degree in industrial engineering from Jordan University of Science and Technology, Rami specializes in aligning strategic visions with employee performance. In this interview, he shares his perspectives on cultivating best practices for achieving organizational excellence and the trends shaping performance management.
Trends
In your opinion, what are the key trends in organizational performance management in 2024?
Organizational performance management trends emphasize data-driven decision-making, continuous feedback loops, and employee-centric approaches. Remote work requires the adoption of virtual performance management tools, while agile methodologies and technology drive adaptability. This year, focus areas include employee well-being, skill development, and DEI considerations within performance frameworks.
Which of the existing trends, topics, or aspects within performance management have lost their relevance and/or importance in your opinion?
From my point of view, traditional annual performance reviews conducted without ongoing feedback and coaching are losing relevance. Organizations now prioritize continuous and dynamic performance management approaches. Employees and managers alike increasingly seek real-time feedback and coaching to drive growth and development.
What does the corporate performance management system of the future look like?
The corporate performance management system of the future integrates AI for data-driven insights and predictive analytics. It fosters continuous feedback and coaching, leveraging virtual platforms for remote collaboration. AI-driven tools facilitate personalized recommendations, enhancing efficiency and aligning individual goals with organizational objectives for agile adaptation and innovation.
What will be the major challenges in managing performance in the future and how should organizations prepare for them?
Major challenges in managing performance in the future include adapting to remote work dynamics, ensuring fairness and inclusivity in performance evaluations, and leveraging AI ethically. To address these challenges effectively, organizations must invest in virtual performance management tools, foster a culture of transparency and equity, and establish clear guidelines for AI use, respectively. Additionally, prioritizing employee well-being and skill development will be crucial for navigating evolving work environments and maintaining performance excellence.
How is technology impacting the way organizations conduct strategic planning and manage performance? Any specific tools you would like to mention?
Technology transforms strategic planning and performance management with tools like business intelligence software for data-driven insights, performance management software for goal-tracking, and AI for forecasting and trend analysis. Examples include Tableau, SAP BusinessObjects, Power BI, and Oracle Hyperion, which are empowering agile decision-making and operational efficiency in organizations.
How is sustainability impacting the way organizations conduct strategic planning and manage performance? Any specific aspects you would like to mention?
Sustainability drives organizations to integrate ESG factors into strategic planning and performance management. Key aspects include carbon footprint reduction, energy efficiency, waste management, ethical sourcing, diversity, and community engagement. Incorporating sustainability metrics allows for progress tracking, target setting, and brand reputation enhancement while meeting regulatory requirements and attracting investors.
What should be improved in the use of strategy and performance management tools to make an organization even more resilient to future crises?
Enhancing organizational resilience demands comprehensive improvements in strategy and performance management tools. This entails incorporating real-time data analysis, scenario planning, and integrated risk management. Cross-functional collaboration, flexible goal setting, and continuous improvement are essential, alongside employee empowerment and technology investment. Leadership commitment and learning from crises drive agile adaptation and proactive response, ensuring the organization remains robust amidst future challenges.
While navigating through these challenging times, what would you consider as a best practice in performance management?
During challenging times, a best practice in performance management involves frequent communication and feedback sessions between managers and employees to clarify expectations, assess progress, and provide support. Emphasizing flexibility in goal setting and adjusting performance metrics to reflect changing priorities is crucial. Additionally, fostering a supportive and transparent work environment where employees feel valued and empowered to contribute their best efforts improves overall resilience and adaptability.
How does benchmarking support the improvement of performance management and target setting systems?
Benchmarking enhances performance management and target setting by comparing an organization’s metrics with industry standards. It identifies areas for improvement, aligns goals with best practices, and fosters a culture of continuous learning. This process informs strategic decisions, setting realistic targets and driving overall performance improvement in line with industry benchmarks.
Which organizations would you recommend being observed due to their approach to managing performance and its subsequent results? Why?
Organizations renowned for their effective performance management approaches like Saudi Aramco, Saudi Basic Industries Corporation (SABIC), and Saudi Telecom Company (STC) are notable for their performance management practices. Saudi Aramco, as a global energy leader, emphasizes operational excellence and continuous improvement. SABIC, a diversified chemical company, focuses on innovation and sustainability. STC, a leading telecommunications provider, prioritizes customer-centric strategies and digital transformation. Studying their approaches offers insights into effective performance management.
Given their importance in practice, what aspects of performance management should be further explored through research?
Analyzing the impact of performance management practices on employee engagement and satisfaction offers insights for optimizing systems, enhancing motivation, and improving retention strategies. Understanding these dynamics is vital to create a conducive work environment that fosters long-term commitment and productivity among employees.
What are the key competencies of a successful business leader (C-level executive)?
The key competencies of successful C-level executives include strategic vision, leadership, decision-making, communication, adaptability, problem-solving, innovation, resilience, strategic networking, and trustworthiness. These competencies enable effective leadership, drive organizational success, and foster a culture of trust, innovation, and growth.
What are the key competencies of a strategy and performance manager to succeed nowadays?
The key competencies for strategy and performance managers include strategic thinking, data-driven decision-making, agility in adapting to change, effective communication, and leadership. They must excel in analytics, continuous improvement, fostering collaboration, and leveraging technology. Adaptability, resilience, and a focus on innovation are also crucial for success in today’s dynamic business environment.
What are the processes and tools you look at when differentiating a successful performance management system from a superficial one?
From a consultant’s perspective, it is crucial to analyze processes like goal setting, feedback mechanisms, and performance appraisal methods. Examining the integration of data analytics, employee development initiatives, and alignment with organizational strategy distinguishes a successful performance management system from a superficial one, with the former ensuring effectiveness and tangible results.
Discover more perspectives from practitioners in the realm of strategy and performance management here.
