Let us remind ourselves of the fact that performance is the result of our efforts and that humans, of course, play a role—not just a role, but the most important role. However, contrary to machines, human performance is influenced by far more factors, and it is Green-Jakobsen’s clear opinion that we should be very careful not to look at human performance from a mechanical and linear cause-and-effect perspective. Instead, human performance should be treated in a more human and holistic approach, which can happen if an organisation shares the same mindsets based on…
In Green-Jakobsen, we see human performance as a resource that we can cultivate if we create an open and trusting work culture where people reflect, engage, and collaborate. Such a culture is cultivated if the following five pillars exist and synergise:
Tangible behaviours that form a framework for discussions, sharing insights and ideas that will become “the way we do things around here”
Helps team members understand and remember the various steps of any work process via a shared, structure approach
The most decisive factor that ensures a high level of performance because leaders drive performance if they can support, motivate and develop their people
Constant reviews provide insights and enable us to direct our attention to what matters
Represents the way the organisation supports the human resources and provides the structure that caters for your employees’ development - from recruitment to career management - and supports a learning environment
Machines are installed, and running them typically includes few and pre-defined processes. For humans it is different. We don’t just ‘install’ humans and expect them to ‘function’ through the application of a few pre-defined processes and procedures. Rather, we help them grow to become clever, but we also remember that human performance also, and most importantly, requires a context focused perspective and adaption.
This means that the caretaking of human performance relies on principles, ideas, and virtues that supersede the laws of mechanics, and it recognises the fact that dealing with human performance is ‘never done’ and will never follow a simple set of mechanical rules. Overall, our employees work better and stay longer when our actions and leadership towards them are ‘human’ and not ‘mechanical’. No more, no less.
A company or an organisation is overall in charge of making sure that the conditions in place are ‘human’ in the sense that it takes into consideration the nature and capabilities of its workforce.
When the conditions are right there are tools available that can help organisations optimise and support their people where needed to…
At a corporate level the focus is on defining objectives, strategy and providing resources. They also make sure the efforts are kept alive.
At a team/department level it is all about embedding the desired behaviour in the daily work processes and assessing in what degree this happens.
At an individual level each employee shall embed the defined behaviour in his/her cooperation with others and be accountable for the own learning and development.
At Green-Jakobsen this is what we have been doing for more than 20 years: We help create the conditions that help develop human performance within the maritime sector. So, let us help you get a better understanding of how you can manage this very important task.
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