Tuesday, June 8, 2010

Identifying High Performers

Here are five of the top characteristics to consider when identifying high performers:
a) Gets results;
b) Influences others;
c) Displays leadership;
d) Seeks continuous learning; and
e) Demonstrates functional competency.
1. Gets Results
A history of delivering quality results across a period of time, different business conditions or complex situations is a good indicator of the potential to deliver future results. The current results are important as they are relevant to the current responsibility and business situation.
However, there are other aspects to consider. The individual's role in delivering the results is critical. It is possible to take over a well run business and post record results on the coattails of the previous business owner.
As a matter of fact it is common, as high-performers are often promoted based on their performance. Therefore, consistency of performance is a more valid indicator of an individual's ability to drive a business.
In addition, the consistency of performance over time is more predictive of future performance. This is particularly important when recruiting as a new employer is interested in what they can do in the future rather than what they did in the past.
2. Influence Others
High performing organizations are collaborative by nature. Even the most talented individual contributor needs to be able to communicate with others and build relationships or partnerships throughout the organization.
Moreover, this characteristic is increasingly important as workforces globalize. Demonstrated ability to communicate with internal and external groups is a skill set that high performers possess. More important is the higher-level ability to influence others.
High performing employees have cross-functional relationships and can communicate clearly and concisely to a wide audience of peers and subordinates in the organization. They typically make persuasive presentations and arguments for their ideas and as a result make a larger impact on the organization.
3. Displays Leadership
Following the rules is an important aspect of success, but leading people and developing leaders is critical to the future of an organization, particularly in times of transition or challenges to the business. Most people can follow, but not everyone can lead.
High performers typically balance the need to follow and execute with the ability to lead people and projects. Typically, organizations recognize high performers by giving them responsibility for key projects or business sectors. Their performance creates opportunity for growth and their ability to guide teams through complex situations helps build other leaders.
Therefore, the wake behind a high performer is not just results, but also other leaders within the organization and an increasing scope of responsibility.
4. Seeks Continuous Learning
A personal commitment to learning is paramount to performance. Even the best training and development program cannot improve the performance of an individual who is not committed to taking responsibility for his or her own development.
High-performing individuals seek out learning, formal or informal to hone their skills and stay on top of the latest trends and industry ideas. A simple question of how an individual stays on top of changes in the industry gives valuable insight as to their desire to be the best. Without the desire to learn, knowledge, skills and ability atrophy.
Most high performers are inquisitive and interested in innovation. Their careers demonstrate an ability to learn complex information and apply it to their role. The Internet and distance learning has become an important augmentation to corporate development.
If there isn't a commitment to learn, the level of performance will deteriorate and a high level of performance will not be maintained.
5. Demonstrate Functional Competency
Experienced individuals bring specific knowledge, skills and abilities to the table. A high level of technical competency is critical to the success of all positions; however, high performers typically have well-developed skills specific to their role and have a greater ability to apply those skills to achieve quality outcomes.
Poor performers may not be incompetent; however, their ability to apply their skills consistently or across varying situations is limited in comparison.
As important as functional competency is to overall performance, without proficiency in the other four characteristics -- the ability to get results, influence others, lead people and continuously learn -- an individual's contribution will be limited.
Identifying high performers is essential to every organization as these individuals are the backbone of the business, driving results and helping build the future of the organization.

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