Professional Documents
Culture Documents
Ashley Harshak
Louisa Blain
Elevating Employee
Performance in the
Public Sector
How to Get the Best
from Your People
Contact Information
Chicago Sydney
Christopher Hannegan Phillip Mottram
Principal Principal
+1-312-578-4754 +61-2-9321-2838
christopher.hannegan@booz.com phillip.mottram@booz.com
London Zurich
Ashley Harshak Rolf Habbel
Partner Senior Partner
+44-20-7393-3405 +41-43-268-2165
ashley.harshak@booz.com rolf.habbel@booz.com
Muir Sanderson
Partner
+44-20-7393-3259
muir.sanderson@booz.com
Louisa Blain
Senior Associate
+44-79-0016-3730
louisa.blain@booz.com
Exhibit 1
Addressing Hygiene Factors Is a Prerequisite to Achieving Elevated Performance
Elevated Performance
Commitment
Drivers
Performance
Hygiene
Factors
Standard Performance
Time
Exhibit 2
Three Hygiene Factors Enable Standard Performance
Management Capability
Hygiene
Factors:
Delivering
standard
Job Security performance Pay and Conditions
Job Pay and
- Job security relates to the probability that an Security Conditions - Perceptions of pay levels, rather than the
individual will keep his/her existing job absolute level of pay, is what matters most
- Both low job security and very high job security - Employees must receive a level of pay and conditions
can be problematic that they perceive to be fair and adequate for their role
This series of pilot training interventions provided the basis of a more formalised
management academy designed to equip managers with the skills needed to do
their jobs and deliver real business benefits.
Crucially, training was coupled with top management commitment to ensure that
standards of management quality and capability were applied and maintained in
practice. Line managers who were unable to adapt to the new ways of working
were redeployed to alternative, non-management roles.
Exhibit 3
Commitment Drivers Emphasise Both Emotional and Rational Aspects of Staff Motivation to Deliver Elevated Performance
Personal Recognition
Personal Skill Skill Development
- Acknowledgment of an individual's contribution, Recognition Development
including both financial and nonfinancial rewards Commitment - The opportunity to apply and grow capabilities
Drivers:
- Establishing a strong performance culture is Delivering - Employees who recognise that their employer is
a key motivating factor for employees and elevated willing to invest in their personal growth are more
integrates well with the employee connectivity performance willing to give their best for the organisation
driver
Employee
Connectivity Employee Connectivity
Exhibit 4
Lessons on Fostering Employee Connectivity in the Private Sector
- Choose a purpose that supports a viable - Align the customer brand with the internal message - Illustrate how critical the front line is to the
commercial strategy and that people want to follow economics of the business
- Ensure that the sales staff match the customer
- Link how people are promoted, paid, evaluated, demographic and can relate accordingly - Make sure employees view themselves
and trained to the purpose as a service business
- Increase the frequency of direct communication
- Use the same language for the customer between the front line and the top of the organisation - Be empathetic to front-line employee issues
proposition and the staff proposition to embed and making their lives easier
values and required behaviours - Minimise layers between the customer and the top
of the organisation - Give front-line employees a share of the
profit they make
• Only when these hygiene factors are addressed effectively can the employees
be energised to elevate performance through the commitment drivers:
employee connectivity, skill development, and personal recognition.
1 Frederick Winslow Taylor, The Principles of Scientific Manage- 6 Herbert H. Meyer, “The Pay-for-Performance Dilemma,”
ment (Harper & Brothers, 1911). Organizational Dynamics (Vol. 3, No. 3, Winter 1975).
3 Frederick 8 Driving
Herzberg, Bernard Mausner, and Barbara Bloch Employee Performance and Retention through Engage-
Snyderman, The Motivation to Work (John Wiley, 1959). ment, Corporate Leadership Council (2004).
4 “Putting 9 Alex
It in Perspective,” ORC International (2008). Edmans, “Does the Stock Market Fully Value Intangibles?
Employee Satisfaction and Equity Prices,” University of Pennsyl-
5 Increasing satisfaction with total compensation provides 21% vania, the Wharton School (2008).
increase in employees’ intent to stay, but only a 9% increase in
effort. Source: Driving Employee Performance and Retention
through Engagement, Corporate Leadership Council (2004).
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