The performance level of those working in a company, also known as performance, is probably one of the most important success factors and, therefore, one aspect that most concerns the HR departments and managers in general.

The concept of performance has changed little since they began to appear early theories on management and people management for almost a century. At that time the performance was much more simple and linear, largely comparable to that of the machines that were used in the assembly. Speaking of performance was equivalent to speak of industrial productivity. This was a quantitative indicator whose calculation was simple.

Beliefs come from this period still entrenched today as provincialism confused with performance, as in an assembly line this relationship does exist but in a knowledge worker does not have to.

But all that began to change and this simple quantitative indicator took on other connotations that included qualitative elements, since not only care about the amount produced but the quality with which it was done. Later in the evolutionary process, the amount was less relevant factor on behalf of the quality factor, no longer related only to the product obtained but also the decisions taken or the proposed solutions in relation to it.

This brings us to the concept of performance in Enterprise 2.0, a concept far more advanced than the original and focused on the fulfillment of quantitative and qualitative targets. Thus it is said of a person who demonstrates a high performance when it reaches or exceeds its objectives, it does so with great quality in the way and also get a particular way of using resources, assess situations, generate solutions, make decisions.

This new performance, the performance could be called 2.0, does not appear spontaneously but requires that the environment offers a number of conditions:

  1. Redarquia: Hierarchies are effective when it comes to conveying instructions. Are structures in which a few think and decide and most simply following orders. Performance in Enterprise 2.0 will necessarily use other more effective forms of leadership that makes the most of collective intelligence
  2. Results: The performance should be something measurable, both quantitatively and qualitatively. Different contributions should have different consequences. The high performance Enterprise 2.0 is necessarily linked to the meritocracy
  3. Challenges: The lack of challenge leads to work that little monotonous and boring encourage high performance. Ensuring there is an achievable challenges of the main motivators for high performance. Align personal goals with the challenges of the organization is itself probably one of the greatest challenges for Enterprise 2.0
  4. Equity: The performance is closely linked aa maturity and empower people to make the right decisions at all times. In Enterprise 2.0, a person with high performance has its own resources, which go far beyond those offered by the company, and most notably their personalized learning network (PLE). The archetype of the worker at the Enterprise 2.0 is the know mad
  5. Relationships: An Enterprise 2.0 is necessarily an open enterprise. In the XXI century is inconceivable high performance in indoor environments because relationships with customers, suppliers or competitors are central to the continuing innovation that ensures competitiveness
  6. Responsibility: A person with high performance is a responsible person, ie a person capable of responding to situations and problems encountered. Responsibility in the Enterprise 2.0 is merely the exercise of autonomy in the use of resources, own the company, to meet the challenges
  7. Reflection: As Peter Drucker said, “In knowledge work the task is not clear, but it must be determined.” Therefore, value creation in knowledge work more appropriate to reflect that to the extent that the value comes as much or more than what and how you decide to do something that the mere fact of doing
  8. Feedback: The famous “feedback” that both reads and hears and yet so little and so badly used. Without continuous improvement is not possible to achieve high levels of performance and no feedback or feedback is very difficult to make progress on this path of constant improvement. Learn and develop the habit of giving and asking for feedback should therefore be a priority for anyone, and any organization that aspires to achieve high performance
  9. Recognition: Recognition is another of those simple practical, inexpensive and effective little used. Recognize it is not appreciated. Is to thank you for the proper fulfillment of the agreement. To recognize is to reward the extra effort involved to go significantly beyond what was agreed. Recognition, together with the challenge, the most motivating for high performance and, in turn, one of the most demotivating when misused
  10. Compensation and Rewards: Two sides of the same coin. Necessary but not sufficient for high performance. In a Business 2.0, the remuneration is linked to reward investment and the result was rewarded the investment of resources in achieving a goal regardless of the outcome. Is rewarded by the result and to the extent that this result is to meet or exceed the objectives. In both cases, an Enterprise 2.0, the criteria used to reward and reward should be based on meritocratic principles

Although there are more factors that influence the performance of people think that, in Business 2.0, performance is written with ten.

Source: DBSolutionWare

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