1. Creating a High‐Performing Workforce:
diagnosis and roadmap for the future
Prof Dr Koen Dewettinck

2. Agenda
Intro: focus on climate
Step 1: Diagnosis
Step 2: Clarification & scoring
Step 3: Benchmarking
Step 4: Getting to work
2| © Vlerick Leuven Gent Management School

3. Performance management?
The Performance management cycle
Mission
Vision
Goals
Strategy
Organisational objectives
Stream in
Planning
Recruitment and Selection
Individual objectives
Goal setting
Stream through / Steer / Coaching/
Stream out Adjust Deploy and develop Feedback Conditions
Competencies
Attitude
Assess / Reward Resources
3|

4. Impact formal PM
Average:
PM effectiveness
1,63
per year
# formal conversations
Source: CEPP’s Boss study; n = 5778

5. Impact informal feedback from supervisor
Employee empowerment
Yearly Half‐Yearly Monthly Weekly Daily
# informal conversations
Source: CEPP’s Boss study; n = 5778

6. Rationale behind High‐Performance Climate Scale
Beyond formal system and people manager behaviour
Focus on team dynamics
8 months ARF‐funded research project
Literature about highly‐performing teams
Identification of key dimensions
Developing sound measurement instrument

7. Agenda
Intro: focus on climate
Step 1: Diagnosis
Step 2: Clarification & scoring
Step 3: Benchmarking
Step 4: Getting to work
7| © Vlerick Leuven Gent Management School

8. Step 1: Diagnosis
Shortened version of our High‐Performance Climate Scale
Your perception versus shared perceptions
Team = entity relevant to you
Team
Department
Organisation

9. Agenda
Intro: focus on climate
Step 1: Diagnosis
Step 2: Clarification & scoring
Step 3: Benchmarking
Step 4: Getting to work
9| © Vlerick Leuven Gent Management School

10. Step 2: Explanation and scoring
Reflexivity
Goal clarity
Feedback
Excellence
Goal commitment
Vision Task
Assertiveness
Energy Relationships
Potency Trust & Respect
Identification
Pride Team Spirit
10 |

11. Vision
Goal clarity
= Team objectives are clear and team members see the link with
their tasks and responsibilities
Goal commitment
= Team members are clearly committed to achieve team
objectives

12. Task: mirroring
Reflexivity
= Team members critically reflect on how they do their job
Feedback
= Team members are open to and give useful, constructive
feedback

13. Task: ambition
Excellence
= Team has high performance standards and team members
stimulate each other to reach them
Assertiveness
= Low performance / unacceptable behaviour is openly
discussed within the team

14. Relationships
Trust and respect
= Team members respect and trust each other
Team spirit
= Pleasant atmosphere within the team

15. Intensity
Potency
= Team has strong confidence that they can perform at high
levels
Identification
= Team members strongly identify with their team
Pride
=Team members feel proud about being part of the team

16. Agenda
Intro: focus on climate
Step 1: Diagnosis
Step 2: Clarification & scoring
Step 3: Benchmarking
Step 4: Getting to work
16 | © Vlerick Leuven Gent Management School

17. High‐Performance Climate in HR teams
Input 30 HR teams (team members and team leaders)
Clear differences between teams
Feedback‐dimension most important driver of performance

18. Benchmark data (including next slide)
Vision
Task
Average
High
Low
Relationships
Intensity
0 1 2 3 4 5 6 7 8 9 10

19. Goal clarity
10
9
Identification Goal commitment
8
7
6
5
Pride 4
Reflexivity
3
2
1
0
Potency Feedback
Team spirit Excellence
Trust & Respect Assertiveness

20. Agenda
Intro: focus on climate
Step 1: Diagnosis
Step 2: Clarification & scoring
Step 3: Benchmarking
Step 4: Getting to work
20 | © Vlerick Leuven Gent Management School

21. Step 4: getting to work
5 teams
Identify a common key challenge to improve on this
(sub‐)dimension
Ask your “question from hell”
“Hand over and receive”‐stage
Powerful debrief: one minute pitch

22. Thank you
for your collaboration !