Growing your leaders creating a coaching climate Building

Growing your leaders, creating a coaching climate Building your teams, employee engagement Increase productivity, high performance culture Grow profitability, measure impact Our focus as an organisation is to make a positive difference in the lives of individuals, organisations and ultimately the economy of our country.

Have you noticed how some organisations do better by every measure? How they offer great products and services and deliver impressive results? We call these organisations the Outperformers.

Definition of HPO A high performing organisation is one that achieves financial results that are better than those of its peer group over a long period of time, by being able to adapt well to a changes and react to these quickly, by managing for the long-term, by setting up an integrated and aligned management structure, by continuously improving its core capabilities, and by truly treating its people as its core assets.

Vision 2036 • To be relevant and competitive • The desired future will be characterised by the key imperatives of transformation, implementation , sustainability , flexibility and resilience , innovation, research and national values. • Strong leadership and accountability

Top Strategic Challenges • Recruiting and retaining top talent • Employee engagement and productivity • Challenging trading conditions, budgets, accountability/keeping board shareholders happy • Performance management • Reward and recognition – motivation of staff • Alignment of people practices to the business ambition • Influencing Top management and Board

Culture eats strategy for breakfast – Peter Drucker r "It's harde to than ever ry get the ve ” le best peop "We nee d reduce t to he amount we and mak spend eb savings" ig - “Managers micro managing!” "Our staff turnover is hurting our bottom line!” “Performance no managed effecti t vely” front r u o d e "We ne ff to feel line sta d to act” ere empow “Silos. Departm don’t kn ent o or talk to w each oth er” "We can't get everyone behind our vision!” "We want to be s een as a credible organisation to d o business with” st “lack of tru ” at all levels “Employees disengaged!” "We want to be seen as a great employer” “Individual and Execs competing, sabotaging "We need to understand what our employees think, and how to be a better business” “Duplica work – re tion of so been wa urces sted" “How do w attract a e retain ta nd lent? ” t feel ’ n o d f f “Sta ted and a i c e r p ap sed” i n g o c e r Can you hear yourself in these statements?

Engaging for success Peoples reaction to Monday morning and Friday afternoons 7

What is lacking in these organisations • Accountability • Measurements • Committed Leaders – behaviour change

“People are our greatest assets will not be a rhetoric statement but a reality within a HPO”.

Characteristics of a High Performing Organisation 1. The organisation has a flat structure: there are few hierarchical layers. Eliminate HPO – De Waal redundant layers, reduce barriers between units. 2. People of different organisational units can easily cooperate. Foster high levels of collaboration. 3. Management allows experiments and making mistakes 4. Organisational members have the freedom to decide and act. 5. The organisation has adopted a strategy that sets it clearly apart from other organisations. 6. Processes are continuously improved and aligned. 7. Leaders are inspirational – setting high levels of achievement 8. The management of the organisation has been with the company for a long time.

Characteristics of a High Performing Organisation 10. A clear vision that excites and challenges. HPO – De that Waal 11. Everything matters to the organisation's performance is explicitly reported. 12. Frequent engagement in a dialogue with employees. 13. Communication, knowledge exchange and learning. Set-up structures and a knowledge base to collect and translate knowledge and best practices company-wide. 14. Leadership trusted and is effective 15. Decisive with regard to non-performers. 16. Deliberately cultivate and utilise new ideas from everyone in the organisation. 17. The organisation maintains good and long-term relationships with all stakeholders. 18. The organisation is aimed at servicing the customers as best as possible. 19. Leadership are selected for GRIT

The Investors in People Standard A framework and structure to achieve High Performance

What is Investors in People • Investors in People (IIP) is a business framework for high performance through people. • Basically IIP forms a quality standard for organisations to measure themselves on their people management practices. • It’s a measure of effectiveness • It’s the alignment of people practices

Introducing the performance model • Are practices driving performance? • Are your people aligned to your ambition? • How do you know you are improving?

Themes Developed In Place and understood Established Engaging & activating Advanced Creating positive outcomes High Performing Embedded and always improving Creating Leaders provide clarity transparency and around the organisation’s trust purpose, vision and objectives There is clear and regular two-way communication between leaders and people at all levels Leaders ensure that there is a consistent level of trust at all levels of the organisation Leaders are active role models, leading by example and trusted by people in the organisation Motivating people People understand the to deliver the organisation’s objectives Line managers support people to deliver the organisation’s objectives Leaders are passionate about delivering the organisation’s objectives and motivating people to deliver against them Leaders motivate and inspire people to achieve results above and beyond what is expected of them Developing leadership capability People know what to expect from their line manager and provide feedback on how they are managed and developed People have confidence in the leadership and management capabilities within the organisation Future leadership capabilities are defined in line with the organisation’s values and leaders meet these challenges Line managers know what is expected of them to lead, manage and develop their people effectively

Exploring IIP Benchmarking Data against each of the 27 themes

Exploring IIP Benchmarking Data against each of the 27 themes Industry and national benchmark comparison

Your Assessment report

Plaques and Trophies

Three Year Supported Accreditation Year 1 Year 2 Year 3

Metrics Inputs Regulatory compliance Are the basic components of human capital resources and fundamental data about the workforce Skills, qualifications and competencies Pay and benefits Workforce composition Health and safety License to practice e. g. qualifications, sectorspecific issues Breakdown of formal qualifications Competency definitions Average salary Market benchmarking Performance related pay Average headcount FTE vs part-time

Metrics Activities Convert the human capital input level into higher-level output through human capital processes and activities Employee relations & voice Workforce & succession planning Reward and recognition Organisation development & design Learning and competency development Performance management Recruitment and retention Frequency of leadership communication Succession candidates Talent mobility promotions HC strategy Spans of control ROI on L&D Distribution of ratings Targets met Frequency of reviews Total hires Average headcount R/Hire time

Client success factors ( ROI) • Establish the objectives of working with Investors in People Ø Consistency of practice across the organisation Ø One framework to align all the business units Ø Shift in culture – more engaged, more agile Ø Improve efficiency - people performance – aligned to business ambition Ø Common focus on business objectives Ø Living company values Ø Attract & retain talent Ø Sharing of knowledge & information across group Ø Assurance – inspires confidence Ø Investors confidence including shareholder & owners Ø Stakeholder confidence including customers & suppliers Ø Employee confidence including current and potential

Dr Mariam Sha “The Engaged Workforce: 6 Practical Steps to Creating a Coaching Culture”

Thank you We look forward to adding value to your organisation. Contact Dr Mariam Sha Tel: 011 3262314 or 0836353831 www. awakeningexcellence. co. za