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.

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

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.