THe Sensei Human Performance Index
Strategic Business Results = Company Assets x Human Performance
It’s clear from this formula that the quickest way to achieve strategic business results is through improved human performance.
HUMAN PERFORMANCE is the sum total of the actions, interactions, behaviours and collaboration of leaders, teams and individuals at all levels of a business that have direct or indirect impact on business performance.
The SENSEI HUMAN PERFORMANCE INDEX™ is a unique and innovative approach that will help you identify the human performance component to your business challenges and opportunities.
It helps companies highlight the parts of the business where human performance can most dramatically raise the bar on business performance, or where the absence thereof is most seriously hindering business performance. The HP Index also gets behind and beyond existing paradigms and assumptions and gives an independent X-ray of where, and more importantly how, improved human performance can deliver substantial business improvement.
In this interview, Richard Ferguson answers the following questions:
1. What is the Sensei Human Performance Index™?
2. Why has measuring the impact of human performance on business results been rather
problematic until now?
3. What is so different about the Sensei Human Performance Index™ compared to other tools?
4. What measurable value will an organisation get out of it?
5. Will this not overload organisations with yet another initiative or change effort?
6. Which organisations have benefited from using the HPI?
The Sensei Human Performance Index™ is a generation removed from anodyne engagement surveys. It is a combination of survey, focus groups, intensive interviews and observation of key individuals and teams behaving in live business situations.
We look at the organisation through the lenses of a powerful human performance model in order to develop a tailored game-plan, and we engage your leadership team in accepting and committing to this plan. Such an approach allows you, with minimum investment, to focus all your development efforts to give maximum return on investment and energy.
Great companies know that ‘Exceptional Performance’ is a function of how their human assets bring to life their physical and intellectual assets. Human performance is the catalyst that enables the rest of your assets to deliver; without it they are at best sub-optimal and at worst pretty worthless.
In this video, Malcolm Follos introduces Sensei's innovative & new approach.
CLIENT TESTIMONIAL: How Sensei delivered outstanding results through human performance improvement in The Co-op
Gary Booth, Director of People Services in The Co-operative UK shares his experience of working with Sensei and how they have helped his function to deliver results beyond expectation in the face of a change programme that added over 50,000 employees following a series of acquisitions.
HUMAN PERFORMANCE INDEX SUMMARY: VALUE & OUTCOME
- Clarity of where to focus development efforts for maximum R.O.I. and R.O.E (Return On Energy)
- Game plan for how to advance strategic business results through the ‘adaptive’ elements of
human performance - the performance and interaction of leaders and teams
- Engaged commitment from senior leaders and key influentials to volunteer their passion and
discretionary effort to make improvement in business performance come alive.
A FUTURE-PROOF AND SUSTAINABLE IMPROVEMENT PROCESS CAPABLE OF DELIVERING THESE 10 ESSENTIAL BENEFITS:
- Enabling key teams and networks throughout the organisation to deliver optimum results.
- Tangibly increased engagement, liberated and focused discretionary effort.
- Creating alignment between key strategies, tactics, teams and influentials throughout the organisation.
- Maximising the talents and potential contribution of every employee.
- Tapping innovation and new ideas from the people closest to your clients.
- Creating, setting and powerfully executing your own strategy, ensuring your results are not dictated by the economy, competitors or technology.
- Relaying the ‘voice of the customer’ to key decisions in the business to enhance customer success.
- Identifying and providing the capabilities, processes and relationships needed for creating the future, rather than just improving what you are good at today.
- Identifying the highest priority opportunities and obstacles at the human performance epicentres of your business (those critical impact and interaction points) so you can focus your development efforts for the maximum R.O.I. and R.O.E. (Return On Energy).
- Creating a culture where your organisation, and the teams and individuals within it, honestly assess performance on a continual basis and use that to keep raising the performance bar.
GETTING A GREAT R.O.E. – RETURN ON ENERGY – IN YOUR ORGANISATION
All of your top talent are coasting in their roles, all of your leaders are trapped on operational treadmills, all of the teams in your business are squandering your most scarce resource – the quality time they spend together – and you have a huge untapped productivity pot right under your nose, and it is invisible to you. In this leadership conversation we discuss why these provocations might well be true for your organisation.
One of the scarcest resources in today’s organisations is not money, it is leaders’ time, energy and attention. Where leaders choose to focus their discretionary time and energy also determines where and on what their organisation will focus.
‘You get what you inspect, not what you expect, and what gets measured gets done.’ Anon.
Whilst this quote may be showing its age, it still neatly describes the reality that leaders need to think carefully what they get excited about, as whatever this is will be what they spend their time focusing on and what gets amplified throughout their organisation. Far too many leaders fall into habitual, ritualistic behaviour patterns that serve only to drive the operational treadmill round and round.
Senior Management Attention - Focus It Wisely
One of the key issues is that leaders continue to measure what they have always measured and this is often what is easy to measure, or worse, what their predecessors measured. As Einstein said:
‘Not everything that can be counted counts and not everything that counts can be counted.’
What leaders really need is a way to measure the degree of stretch in their organisation and how much more they can ask it to deliver before the strain proves too much. Traditionally this is measured using ‘decibels’, i.e. how much moaning and groaning is going on from within, with the ultimate failure measures being burnout, stress, absenteeism and out of balance lifestyles.
We believe the time is now right for a more productive set of indicators to be deployed: indicators that can inform leaders where they should deploy their time and attention if they want to sustainably grow their business. The Sensei Human Performance Index™ is designed to do just that and within it the concept of R.O.E. was born. Click here to read the full article ...
THE HUMAN PERFORMANCE INDEX™ - THE NECESSARY BRIDGE
Excerpt from the Sensei White Paper
by Omar Khan, Founder, Sensei International
For further information or to receive the full report, please contact Birgit Wilde on +44 1925 754 719 or email bwilde@senseiuke.com
Executive Summary
Organisations measure virtually everything -- and for good reason for the most part. Companies wish to know how effectively they are leveraging resources, how competitively in terms of costs and effectiveness they are operating, the value of their brands, their return on capital, their market share, customer satisfaction, and more. Without measuring and having a base-line, it's hard to aim for real improvement.
Yet one of the primary ingredients of business performance is human performance. In other words, how our human assets act, interact, behave, collaborate and engage with each other in functions, across functions, within and between teams. Yet human performance as an overall component of business results is not explicitly measured or tracked. This seems crazy!
In fact, without measuring human performance, the things we are measuring are likely to be symptoms of what are often human performance issues. After all, who does the leveraging of resources, who manages costs, builds and maintains brands, serves customers, innovates, and more?
In algebraic terms, human performance would be the "x" factor. Human performance multiplied by company assets and company capabilities (themselves manifested through the actions and interactions of leaders and teams) delivers business results.
Our 20 plus years of global consulting, research and interaction reveals FOUR KEY COMPONENTS to human performance:
1. LEADERSHIP FOR DRIVING GROWTH. Setting the right visionary goals, allocating and prioritising resources, mentoring and role modeling, removing obstacles and making sure the right things are done and followed through on.
2. TEAMS THAT WIN. Ensuring the right teams are established, in the right roles, with meaningful resources and accountability. Ensuring these teams become net capability multipliers and are focused on and acknowledged for progressing meaningful priorities for the business.
3. DRIVING FOR RESULTS. Making sure we track progress in real-time, test assumptions in the crucible of results, create successful relationships with customers, enable innovative ideas and choose the ones to back.
4. TALENT AS A PATH TO PERFORMANCE. Getting recruitment and induction right, giving people goals that ensure both they and the business grow, coaching and developing them and recognising and rewarding the right behaviour and outcomes.
These permeate all the activities by which a business delivers results. And these are the "difference that makes the difference". In evaluating them, we have to look through THREE LENSES. Otherwise we may find only superficial understudies of these fundamental requirements.
1. Are systems and processes present for each of these areas? Have they been institutionalised or are they ad-hoc?
2. Are they acted on as described, and subject to review and continual improvement so they can be simplified, amplified and made more powerful?
3. Is the quality of engagement present that will make these more than a charade -- that will make them vital, living activities that build relationships, capabilities and results?
NEXT STEPS
If you want try our winning formula and optimise the human assets you’ve already invested in and multiply their value by virtue of how they relate and support each other’s success in the context of your organization, for your markets and your customers, please contact us. We will be delighted to help you build a rare and exciting competitive advantage.
