Henkel: Winning Culture

Improved Performance. By having an identified process in place, the organization is attempting to create alignment of individual goals with that of the department and

Step 4 is to communicate the Vision. When everyone in the company understands and believes in what the company stands for, it creates a sense of unity and will reduce resistance to change. Communication is the key. Training will be implemented, but if there are any additional

In order to create a high performance organization, we need to develop the capacity of Tamarack staff to perform and contribute to a workplace in which employees can develop their full potential. An effective performance management/appraisal system, which managers lead and own, helps us to achieve our goals by connecting employee contributions to the overall organizational goals and providing a system of appraisal that is forward thinking and supports development.

Employees you have to be visionary, motivating employees under you, by making clear to them

Promote an open door policy where the workers know they can come to me with whatever problem or issue they may have. Have regular feedback meetings and this would lead in to discussions on where they are going or would like to go.

* Retail Company is growing- its direct-to-consumer business grew from 8%-11%, went from 155 stores before 2012 to over 200 today.

* Talk to employees 1 on 1 get to know them see what they feel can be improved, get their input and

41). A systematic approach should be used when implementing a strategic change. The first step of the process would be redesigning how the initiative is currently being administered. The process should include how employees can contribute to cost control and outline the desired performance outcomes. Employees would be coached by their direct supervisor and fellow team members to achieve the preset goals. Supervisors can assess current employees to gage their current performance and encourage improvement. In addition, leadership should recruit future employees based desired skills and replace those not meeting or not willing to align to the new desired behaviors. The final strategic step would be having system in place to measure the behaviors and reward them accordingly. The systematic framework will require strong leadership skills to ensure its

The first port of call, or initial point of contact, for performance management is usually the

The first step is to clearly identify which employees show the greatest potential, next have a clear plan in place for creating and launching its newest plan, and lastly communicating to all employees the expectations in order to ensure the new venture is successful. It is also important and crucial for all employees to buy into the new plan. Having employee buy is easily obtained by explaining the process and benefits to the organization as a whole. Employees that understand and believe in the procedures and duties that they are involved with are more likely to perform, whereas employees that either do not understand or disagree with policies can create turmoil and reduce productivity throughout the business. (C. Linn, 1999-2010).

Communication – Talk about the change vision, if people have anxieties then address these openly and honestly. Tie in the vision to all areas of the business from training to performance reviews

Have a clear focus on vision and aims. Understand where the organisation/team is and wants to be.

You also must form a powerful coalition and create a vision for change. This begins with strong leadership and effective communication skills in order to communicate your vision. Another step in the process is to remove obstacle or barriers that may block or prevent change from happening. You must also motivate the team along the way by creating short term goals, building on change and anchoring the changes in corporate culture. Kotter put an emphasis on step one which is creating urgency for change. You must be convincing and open when presenting this change to your team to gain their support. It is important to give scenarios, show the benefits of making this change and the drawbacks of not making the change.

know what your EMPLOYEES are doing; or YOU do not CARE. You have created expectations

Jorgen Knudstorp was just 35 years old when Kjeld promoted him from director of strategic development to CEO in 2004. Unlike Plougmann, his turnaround attempt succeeded.