People Performance Profile – PPP®

Identify performance barriers and levers

Our behavioural experts observe how people work, respond to each other and customers; we ask questions to gain insight into barriers to collaborative cohesive working practices as well as any well-being concerns that may that may be impacting their ability to do their jobs and seek their ‘ideas’ for solutions.

Quantify performance barriers and levers

Conduct a short survey to quantify performance barriers and levers; prioritise level and frequency of impact; verbatim reasons for barriers to optimal performance, how to resolve and add confidence to peoples ability to do their jobs well, improve performance and well-being.

Gap analysis where do we want to be?

 Analyse data and conduct gap analysis with current business and customer data; identify specific ‘performance inefficiency hot-spots’ well being impacts as well as what is working well to inform a high performing customer-centric culture development pathway.

High performing culture roadmap

Accurate profile of optimal high performance pathway for people to work more collaboratively and cohesively together aligned to business objectives is obtained and converted into a high performance customer centric cultural blueprint.

Three major causes of poor people performance are:

Distraction, overload and reactionary work habits:

50% presentism – people distracted, overloaded reacting rather than focusing on task;

65% employees are fatigued, feel out of control at risk of injury and burnout;

95% of accidents are human error, distracted overloaded people make mistakes;

Lack of Purpose:                                                                                             Poor Culture:                                                                    

78% employee’s don’t understand business strategy;                                  68% of business say they have overly complicated processes;

80% fail to understand customer expectations;                                               80% of business say they do not have a self-responsible culture.

Customer churn up by 25%.                                                                                  55% of employee’s do not trust leadership in their organisation.

TowersWatson (2015) Global Workforce Study; PwC (2015) Creating a mentally healthy workplace ROI analysis; Deloittes Human Capital Report (2016).

Our objective, external process eliminates organisational bias effects so you get the truth

Organisational bias and ‘fear of consequences drives the ‘reality’ that distraction and resulting loss of focus is NOT talked about

The 2016 Edelman Trust Barometer paints an unenviable picture with ‘trust’ between ’employers and employees’ in Australia.

This manifests most profoundly with employee data being confounded by organisational bias, people reporting what they ‘think management want to hear’.

This state of ‘distrust’ is a by-product of relentless disruption – meaning leaders intentions to walk the walk often fails because busyness gets in the way.

Our systems are external to the organisation and all data is de-identified into ‘team aggregate data. This frees people to focus on the customer and delivering excellence at all times.