Building a Talent Management Strategy: Culture – Organizational Commitment to Employees



Creating the “High Performance” Company Culture

company-culture“All you need to do to accomplish High Performance is to have A players” . . . Right! After all, having “A” players is all that everyone ever talks about. The funny thing is, all you have to do to see “A” players is to look around you. Unless your hiring process over many years has been totally negligent, there is “A” in every person you have in your organization. It is the leadership philosophy and management style that brings the “A” to the surface and generates the High Performance Company Culture. We suggest adding one word to “High Performance” that becomes the driver of organizational success – Recognition. Recognition is the foundation and primary driver of the High Performance Company Culture.

The three most important values to a human being, other than loving and being loved, is being respected as a person, appreciated for the work and deeds they perform, and sincere recognition for accomplishments. Sincere acknowledgement and recognition for accomplishing results feeds the human psyche with an emotion that drives engagement, high performance and loyalty. Interestingly enough, the lack of acknowledgement and recognition within a “recognition based” company culture is worse for people who really care, than any form of discipline.

It all starts with each individual having a clear understanding of their role, responsibilities, accountabilities and expected results, and the initiatives assigned to their role. Each role and the associated initiatives and objectives established should cascade from the Strategic Plan of the company. Each person at all levels should clearly see how their role connects with and impacts the strategic advancement and success of the organization and company. In addition to clearly understanding their role, each individual must have input into their role, and ongoing communications and feedback as to how they are doing.

What is so great about a “Recognition Based Company Culture” is that the people who have “A” qualities within them, who don’t receive recognition for their performance, sense it and want to know exactly what they need to do in order to get on track. Proper management should work to either improve the understanding of the expectations, or work to help the individual eliminate their shortcomings, to allow them to achieve the results that will lead to recognition. “A” players want to be engaged and have a strong desire to be a part of a successful team effort. This is where coaching, mentoring and counseling really works.

On the other hand, those associates that do not care about a lack of acknowledgement and recognition are disconnected from the culture and probably also do not care about performing their role at a high level. This is where you separate the “A’s” from the others. These are the associates that we need to either “recapture” quickly or cut loose.

In a positive “Recognition Based” culture, the leadership builds a company platform for the “A” associates to perform, supports their development, outlines their career path, appreciates their contributions and recognizes their results. There is support, coaching, counseling and mentorships for those who care and have an interest in being the best. Anyone who is not engaged and motivated to produce results probably doesn’t fit within your High Performance “Recognition Based” Company Culture.

Sincere and honest appreciation with private and public recognition is one of the most powerful forms of motivation on Earth. This is what brings the “A” to the surface. It also makes it easy to identify the associates that may never produce results.

Too many leadership and management teams allow poor performers to flounder in an underperforming mode, not meeting established expectations, which sends a signal to the organization that it really isn’t important to meet the jointly agreed upon expectations. It is imperative, and a critical part of the human performance philosophy, to deal with low performance quickly and effectively so that it does not become the new accepted standard.

Contributed By Jim Foley, The J.T. Foley Group