Workforce Supply Chain: An organization's Human Capital “Workforce Supply Chain” is defined as all managers at every level and their team members.
During these problematic economic and extremely competitive times, companies are trying to do as much - or more - with less.
Obviously, this is an extremely difficult task, unless you can significantly augment the number of highly capable top performers - today - there is only 20% A+B performers in every organization within all companies in the USA.
This extremely low percentage of top performers creates unnecessary morale issues and stress on the management team as well as the entire workforce.
Significantly increasing the number of top performers by 50%+ will have a dramatic effect on daily productivity, the mitigation of mistakes, a reduction in the cost of Human Capital and increases in the company’s business results to include on-going growth of the value and price of their stock, if they are a public company.
There has never been a time in which an individual and the workforce supply chain's (all levels of management and their team members) performance capability levels have been more important. The reason - corporate structures are delayered, virtual teams and remote workers are the norm - we are witnessing an unprecedented restructuring within the corporate landscape that significantly increases workload requirements and morale issues.
The economy and competition are mandating that every manager and their team members deliver greater daily production and results. This difficult business environment also brings the significant challenge of cascading concise goals to every employee and their lack of excellence in execution of these goals.
The gap between performance expectations and what is delivered against those expectations is growing at an alarming rate. The business outcome of these challenges is having a negative effect on planned business results and the rate of revenue growth.
The adverse financial impact is immeasurable.
You must also consider the very important fact that a workforce supply chain is only as strong as its weakest links. Research has shown that 80% of the workforce supply chain are average (C), below average (C-) and poor performers. Analysis of this data creates an unwanted performance paradigm that indicates 50% of the workforce are weak links.
Furthermore, the question to ponder is - how many weak links do you have in your workforce supply chain and what is the financial and business cost of these weak links?
The business imperative of increasing and substantively improving a workforce's current performance capability levels is the key business intersection that has and will continue to have the greatest augmented impact on top and bottom line results.
Highly capable top performers and teams always deliver greater output, productivity and equally important consistently overachieve planned financial objectives, while maintaining a reduced cost structure. Yet, this critical Human Capital performance and business imperative is consistently being overlooked!
How do you know, if you are receiving optimum monthly performance from your current workforce supply chain?
The short answer is - you don't. The reason this understated performance problem exists is due to an organization's Human Capital Performance Capability Blind Spots.
Organizations are not able to identify, scientifically measure and analyze these issues in a holistic manner with their current performance technologies. There is no transparency surrounding the root causes of the workforce performance issues. By not having this insight leads to constant under-performance on a day to day basis.
Are you solving root cause problems or symptoms?
Today, most executives and managers measure performance capability levels through their proprietary performance metrics and scorecard techniques. These tools usually measure business results and activities, although these are important measurements they are "Lag Performance Indicators" (i.e. number of employees per $150,000 to $250,000 of revenue, number of calls received and closed in one hour within a call center, customer satisfaction scores, sales revenue performance against budget and organization reviews).
In essence, they are measuring experience based symptoms versus the root causes of the results-delivered by their workforce.
The appropriate way to measure an individual and workforce's performance capability level is by measuring the "Leading-Edge Performance Indicators" – ongoing success and leadership factors – within a Human Capital performance capability model - that affect the outcome and levels of the Lags (business performance metrics).
However, under traditional thinking this is where the root cause problem begins and ends because you cannot see and measure performance capability levels with the technologies that are available today.
Pinnacle Solutions has invented and patented the science-based technology that will resolve this immense Human Capitalunder performance problem.
The outcome will be significant increases in your monthly business and financial results while migrating to 80%+ (the critical many) A+B performers within your workforce supply chain.
Back to 80/20 Performance Rule
Ahead to Sustained Competitive Advantage
You will finally have the blueprint to transition all of your managers into transformational leaders.