mejorar el rendimiento laboral

6 Strategies to Improve Your Team’s Work Performance: A Synergistic and Adaptable Approach

Boosting your team’s capabilities to improve performance is an indispensable process in building effective teams and achieving the success of your organization.

An effective team stimulates the individual strengths of its members to achieve its goals.

Improving your team’s performance requires a close understanding of how they function. Leverage the synergies of talents to reach the maximum potential of your employees.

If you are looking for ideas to boost maximum work performance in your company, here are some strategies to start organizing the development of productivity and work performance in your organization.

The idea is to establish synergies and promote adaptability. The result is that your company anchors itself to the benefits of having effective, dynamic, and competitive teams.

Key steps to improve your team’s performance 

1. Define clear, measurable, and achievable goals. 

Setting challenging and common goals represents the compass of success. In particular, if the goals set are achievable according to your company’s characteristics and your team’s competencies.

Goals become more relevant to improving work performance when set jointly by the members of your work team.

This is a reliable way to increase workers’ motivation and commitment, especially when they understand how their work contributes to achieving global goals.

Define SMART goals (Specific, Measurable, Achievable, Relevant, and Time-bound) that guide the team and motivate its members to work together.

Ensure they are aligned with the company’s overall strategy.

Finally, break down your goals into small and manageable actions to facilitate tracking.

2. Promote a culture of open and transparent communication

Communication is a fundamental pillar to improve your team’s performance. To achieve this, you must create the conditions for it to flow as a transparent process.

Each person on your team must feel comfortable expressing their ideas and opinions.

To maintain effective communication, you must ensure the prevalence of clear and effective communication channels at every level and context of your company.

Thinking about the culture of communication means valuing the diversity of perspectives and ensuring dialogue is constant. This will generate trust, strengthen interpersonal relationships, and create a work environment conducive to effective collaboration.

Achieving a culture of communication to improve your team’s performance includes:

Implementing open and accessible communication channels for everyone.

Promoting constructive feedback focused on professional and personal growth.

Recognizing the variety of perspectives that enrich the team and give voice to the construction of innovative solutions.

Finally, maintaining an environment where ideas flow freely and each team member feels valued for their contributions.

3. Encourage teamwork and collaboration

Teamwork and collaboration are fundamental to the success of any organization. Each member must be able to work together effectively, sharing their knowledge, skills, and experience.

It is important to establish activities that foster collaborative work, such as group projects, training workshops, and social events.

Collaborative work creates a positive and motivating work environment, which is greatly helpful in attracting new talent, increasing productivity, and reducing employee turnover.

4. Invest in employee training and development

Employee training and development are investments that always have a positive return. By investing in employee training, companies can enhance their skills, knowledge, and competencies, translating into better work performance.

Training should respond to the specific needs of the team and the organization.

Each training should be practical and conducted by qualified professionals.

This step keeps your team up-to-date, which is key to improving their performance and increasing their competitive level.

5. Enhance individual strengths and create complementary roles

Each team member possesses unique skills, talents, and experiences.

The key to success lies in identifying individual strengths and assigning roles that allow each person to contribute significantly to achieving common goals.

Create an environment where each person has the opportunity to develop their potential to the fullest and feels valued for their contributions.

By structuring roles appropriately and assigning tasks according to each individual’s strengths, you optimize both individual and collective productivity.

This is an efficient strategy to improve your team’s performance because each member focuses on what they do best, increasing their motivation and job satisfaction.

6. Promote good leadership management

Effective leadership is a key element in building effective teams where management and direction drive maximum work performance.

A leader is a powerful influence in ensuring team members work cohesively, like the gears of a clock.

Leadership facilitates improving employees’ work performance by creating motivating environments and cohesive work dynamics for task performance.

Conclusions

Work teams are diverse and dynamic. Each team may be composed of unique talents, but if productive and motivating dynamics are not established, the maximum potential of your workforce may not be realized.

To improve work performance in your organization, it is important to establish synergies and promote adaptability to face each challenge in achieving the goals.

People Performance International is a pioneer in applying evaluation tests that help meet your company’s needs and recognize potential areas for improvement in your team and their work dynamics.

We help you increase your team’s performance with strategies to improve their internal dynamics and interaction with the company.

We have the teams, tools, and personnel to measure your workers’ performance.

Contact us and together let’s make a plan to optimize the dynamics that drive the development of effective teams that improve work performance in your company.

medir el rendimiento

Measuring Performance: How to Ensure Your Team’s Maximum Functionality

As an HR manager, you know that measuring your team’s performance is an indispensable phase of talent management in companies.

Given the strategic importance of the results, it is vital to apply an evaluation methodology that provides precise results.

To achieve this, it is essential to use specialized tools to conduct approaches that provide a complete view of your team’s performance.

There are many methodologies to measure human talent performance in companies. However, we will emphasize systemic team evaluation.

Systemic team evaluation has the ability to:

  • Measure performance based on the principle that a team is more than the sum of its individual members.
  • Understand team dynamics through communication and synergies generated within the team.
  • Assess the leadership and individual performance of each member.

Why is it important to measure team performance?

Measuring team performance is not just an evaluation task, but an essential tool for uncovering the keys to your company’s success.

By analyzing this data, you can identify areas that drive productivity as well as those that hinder it. Every company has specific needs, so you must create a system of effectiveness indicators that allows you to make a reliable measurement.

The correct choice of effectiveness indicators applies in general to your company, as well as to specific departments or teams.

In this way, you can make strategic decisions that optimize the internal functioning of the company and enhance team productivity, leading the organization towards achieving its goals.

In this regard, systemic team evaluation is fundamental for:

  • Identifying strengths and weaknesses: Recognizing the skills, competencies, and areas of improvement both individually and collectively in your company’s workforce facilitates the development of training for the areas that truly need it.
  • Improving communication and collaboration: By understanding team dynamics, you can identify friction points and areas where communication and collaboration can improve. This allows for the creation of a more harmonious and productive work environment.
  • Increasing productivity: A team that works well together is more productive than the sum of its parts. Identifying the synergies generated among team members is a key part of the evaluation to maximize its benefits in productivity.
  • Making better decisions: The information obtained through systemic evaluation facilitates informed decision-making regarding team management, task allocation, and conflict resolution.
  • Improving the work environment: A team that feels valued and supported is more likely to be motivated and committed to their work. By measuring team performance, you can precisely focus efforts on the areas that require improvements in the work environment.

What is systemic team evaluation?

Systemic team evaluation is a methodology that goes beyond simple individual performance evaluation.

It is an approach that analyzes the team as a complex system, considering the interactions among its members, the team culture, work processes, and the environment in which it operates.

This methodology offers a comprehensive view of leadership relationships.

Measuring human talent performance with systemic evaluation facilitates aligning the identified improvement opportunities with your company’s objectives and values.

Why systemic team evaluation?

Unlike other methodologies, systemic team evaluation provides a complete view of the work team’s functioning.

Keep in mind that this evaluation system allows you to propose solutions.

Here are some examples of issues detected through systemic team evaluation in companies that have implemented it. Perhaps some resonate with your company’s current reality:

  • Lack of effective communication between different departments. Solution: implement an action plan to improve communication and increase process productivity.
  • Leadership styles that affect the work environment, such as authoritarian bosses. Solution: Promote a more participatory leadership style to improve employee satisfaction and reduce staff turnover.
  • Work stress levels and how they influence employee productivity. Solution: Implement workplace wellness programs to reduce job dissatisfaction among workers.

How to implement systemic team evaluation to measure employee performance?

Systemic team evaluation is carried out in several stages:

  • Define the evaluation objectives:
    It is important that before starting the evaluation you are clear about what you want to achieve with it. Once you define your objectives, you can design the evaluation accordingly.
  • Select evaluation tools:
    There are different tools to evaluate your team, such as surveys, interviews, observations, and data analysis.
    It is relevant to select the tools that are most appropriate for your objectives and your team’s characteristics.
  • Gather information:
    This includes surveys of team members, interviews with the team leader, observations of team meetings, and performance data analysis.
  • Analyze the results:
    Once you have gathered all the information, you must carefully analyze it to identify patterns and trends. This helps you better understand the team’s functioning and areas that require attention.
  • Develop an action plan:
    Develop an action plan to improve team performance. This plan should include specific and measurable activities to be implemented within a determined timeframe.
  • Monitor progress:
    Systemic team evaluation is a continuous process that helps you continuously improve your team’s performance.

Remember

Measuring your team’s performance is the preliminary step to implementing action plans to increase productivity in your company.

The actions implemented based on the evaluation results must be specific and measurable.

People Performance International has the teams, tools, and personnel to measure your employees’ performance with systemic team evaluation.

Contact us, and together we will develop a plan that drives effectiveness in your company.

HR partner

HR, from the last in line to a strategic partner

Telephone conversation:
Me: “Good morning, I would like to speak to the company’s human resources manager”.
Company: “Yes, just a moment, I’ll put you through to the payroll department”.
Me: “We’re off to a bad start.

We already know that the world keeps changing. It always has, but the speed at which it does so now is dizzying. Companies are facing challenges they didn’t have before. They still need results and productivity, but if they don’t incorporate innovation, globalization, constant change and development, as well as talent acquisition and retention, they are out of the game. On the other side of the coin, professionals live in an uncertain, unstable, insecure ecosystem, with high external pressure to be productive, but with high internal pressure to be happy and feel fulfilled.

But every cloud has a silver lining, and this is the perfect breeding ground for the HR department, despite the crisis, to go from being a mere personnel manager, dealing with payroll, vacations and recruitment, to a strategic partner that serves as a catalyst between the needs of the company and the state of the workforce.

The challenge for HR to become a strategic partner within the company is to put human feet and hands to “what we want to achieve” and “how we are going to do it”, which are the executive heart of the company, i.e., the sum of the analysis of the environment, values, strategies, objectives and action plans, etc. HR then responds to “with whom” we will do it, “why” we will do it with them and “how” we will measure it.

From this perspective, HR must help the company move from reactivity to proactivity. It must encourage and even demand that the company periodically review its heart, that strategic “what and how”, as the only way to keep human capital aligned with what is really intended. It must communicate efficiently through a concise plan to motivate human capital. And it must have tools that evaluate, measure and demonstrate that the policies it is implementing are helping to achieve the objectives.

As a strategic partner, it has two lines of action; one vertical and the other transversal. The vertical line includes designing the human fabric through job profiles with key contribution and talent indicators, implementing evaluation processes that are not only results-oriented, but also behavioral profiles that ensure a person-function fit, as well as plans for identifying, developing and retaining talent. And in its transversal line, motivational communication, transformational leadership, facilitating change and a culture of constant development and feedback, among others.

In this sense, the most effective methodologies and the most innovative talent assessments, combined with new technologies, are put at the service of HR departments to objectify their decision making and give visibility to their contribution to the company. These tools, like the ones we provide, give a new dimension to selection processes, training, development and communication plans, talent management and team analysis and management.

Companies that do not evolve their conception of seeing their team as personnel or employees, in short as human “resources”, and not as professionals or values, or in other words as human “capital”, and use the new tools, assessments and technology, will wither in the next decade. It is that clear.

Ignacio Rubio Guisasola

Manuela-Fonseca-Human-300x217

Interview with Manuela Fonseca, user of People Performance International

The human resources manager of Carclasse – distributor of car brands such as Mercedes-Benz, smart, Range Rover, Land Rover and Jaguar – talks about the evaluations and the People Performance International course of DISC Behavioral Analyst Certified by the International DISC Institute. It is a method for assessing people’s behaviour in a given environment, based on the theory developed by psychologist William Moulton Marston.

The evaluation owes its name to the fact that it shows that there are four basic traits of behavior in people: dominance (D, dominance), influence (I, influence), stability (S, steadiness) and conformity (C, conscientiousness).
Text: Writing “human” (with the support of Powercoaching)
 
What is your opinion about the capture and development of talent in companies?
The capture of talent depends fundamentally on the positioning of companies in the market, in society or in the community and before their employees. Companies should assume a real value proposition in their strategic axis, both for the talents they want to attract and for the talents they want to retain.


How can the “DISC” help your organization in recruitment processes?
As human resources manager, I apply the DISC in all recruitment and selection processes and in all assessments. The “DISC” has proven to be an indispensable tool in defining Carclasse’s “star” profiles and in hiring professionals with similar behavioral profiles.


It is certified in “DISC Behavioral Analysis” by INTERDISC. What are the advantages of this certification at a professional level?
The “DISC Certification” gave me the necessary skills to evaluate the behavioural profiles of employees and candidates in an autonomous way, considerably reducing the margin of error in recruitment processes. I am more confident with the choices of the professionals we have been hiring.

And at a personal level? 
On a personal level, it brought me more knowledge about my natural and job-oriented behaviour. It is a very powerful mirror. I can say that after the “DISC Certification” I redirected some focus of my attention.
 
“Manuela Fonseca is responsible for Carclasse’s human resources. With more than 20 years of existence, the company is one of the largest dealers and authorized Mercedes-Benz workshop in Portugal. As a result of the sustained evolution of the business, it is also a smart dealer and authorised workshop, Land Rover, Range Rover and Jaguar. It has known a remarkable development in the automotive sector in the last two decades, resulting from the sustained evolution of vehicle sales and after-sales service, whose quality and professionalism are widely recognized by customers.

Article appeared in the magazine Human of Portugal

Blurred soft of people meeting at table. business people talking in modern office. Generative AI.

The Undercover HR Director: Keys to Making HR a Strategic Partner in the Company

There is a television program called Undercover Boss where the owner or a high executive of a company goes undercover in various positions within their own company to understand its operation. Regardless of the quality of the show, nothing would be more valuable for the company than for an HR Director to perform each role within the company, including customer and supplier experiences, for at least one full day.

The ultimate purpose would not only be to empathize with the worker (although that is also important) but to gain firsthand experience of what is promoting or hindering the company’s success from the human resources team, as well as a comprehensive understanding of the entire business process and its elements.

Keys to Making HR a Strategic Partner in the Company

The HR leader must deeply understand what the company needs, not necessarily what the company demands.

They must see beyond their own department and be capable of having a deep vision of the business that allows them to perfectly understand the connection between the company’s ultimate goal and its human capital.

In other words, it is not the company that sets the parameters for the human team that will lead it to success and HR’s role is to select it, but HR who designs the necessary human team in obvious synergy with the company to achieve its objectives.

They Need to Transition from Being an Organizer to a Strategist

An organizer arranges given elements to fulfill a function. A strategist organizes but also creates the necessary conditions to achieve victory with a vision focused on results.

Organizing involves minimal risk, and its outcomes are predictable and limited.

Strategy entails the risk of continuous decision-making, adaptation, and change, but its impact on results can be much greater.

The organizer often does not understand why they are asked to execute an action; they simply do it as part of the machinery.

The strategist decides which cogs are necessary, where, when, and how, and instructs the organizer. To fulfill this strategic key, it is necessary to have already met the key of understanding the company.

They Need to Design a Human Structure with Organic, Not Mechanical, Principles

We often refer to the company as a “machine”; I myself have talked about cogs. However, every company, including the most technological or mechanical ones we can imagine, ultimately depends on its human team, which is an organic and social system.

A mechanical system is closed, limited, and difficult to modify, transform, or adapt.

An organic system is symbiotic, adaptive, evolutionary, regenerative.

Designing the structure and each role with an organic foundation of operation is fundamental, but it will not be achieved without meeting the previous two keys.

To be a strategic partner, a significant part of the company’s success must rest on that partner; if it is not, or if it is not perceived that way, it is not strategic.

There will be HR managers who prefer to remain “personnel managers,” and there will be a generation of HR leaders who take on the risk, responsibility, and consequences of leading their companies to new heights of success with their strategic vision of their professional role.

incrementar el desempeño

HR: From the Back of the Line to a Strategic Partner

Telephone Conversation:

Me: “Good morning, I want to speak with the company’s human resources manager.”
Company: “Yes, one moment, I will connect you with the payroll department.”
Me: “We’re off to a bad start.”

We know that the world continues to change. It always has, but the speed at which it does now is dizzying. Companies face challenges they never had before. They still need results and productivity, but they are out of the game if they do not incorporate innovation, globalization, constant change, development, talent acquisition, and retention. On the other hand, professionals live in an uncertain, unstable, and insecure ecosystem, with great external pressure to be productive but great internal pressure to be happy and feel fulfilled.

However, every cloud has a silver lining, and this is the perfect breeding ground for the HR department which, despite the crisis, moves from being a mere personnel manager, dealing with payroll, vacations, and hiring, to a strategic partner that acts as a catalyst between the company’s needs and the state of the workforce.

The challenge for HR to become a strategic partner within the company is to put human hands and feet to “what we want to achieve” and “how we will do it,” which are the executive heart of the company, i.e., the sum of environmental analysis, values, strategies, goals, and action plans, etc. HR responds to “with whom” we will do it, “why” we will do it with them, and “how” we will measure it.

From this perspective, HR must help the company move from reactivity to proactivity. It must encourage and even demand that the company periodically review its heart, this strategic “what and how,” as the only way to keep human capital aligned with what is truly intended. It must communicate effectively through a concise plan to motivate human capital. It must have tools that assess, measure, and demonstrate that the policies it implements are helping achieve the goals.

As a strategic partner, it has two lines of action: vertical and cross-sectional. The vertical line includes designing the human fabric through job profiles with key indicators of contribution and talent, implementing result-oriented assessment processes, and ensuring a person-role fit through behavior profiles and plans to identify, develop, and retain talent. In its cross-sectional line are motivational communication, transformational leadership, facilitation of change, and a culture of constant development and feedback.

In this sense, the most effective methodologies and the most innovative talent assessments, combined with new technologies, are put at the service of HR departments to objectify their decision-making and give visibility to their contribution to the company. These tools, like the ones we provide, give a new dimension to selection processes, training plans, development and communication, talent management, and team analysis and management.

Companies that do not evolve their conception of viewing their team as staff or employees, in short as “human resources,” and not as professionals or values, or in other words as “human capital,” and utilize new tools, assessments, and technology, will be marked in the next decade. It is that clear.

Ignacio Rubio Guisasola