How can organisations enable sustainable high performance?
To achieve increased productivity, efficiency and growth, organisations need to be high performing but often friction across business processes, tech, people and workplace culture can hinder this. MHR's CEO Anton Roe talks about our new research which aims to lift the lid on the high performance and the disconnect between leaders and workers in what high performance is and how to achieve it.
Our new research report is designed to bridge the gap and get everyone on the same page to drive high performance in your organisation.
Build the high performing team you need
What is high performance?
For organisations to remain agile and resilient, they need to aim for high performance, in a way they can sustain for the long term. In simple terms, a high-performing organisation is one that uses the most effective management policies to achieve better financial results than its peers over a longer period of time.
Why does it matter?
Everyone wants to be part of a high-performing team, and business leaders want to be responsible for one. We all value doing meaningful work that makes an impact. But when there’s conflict in what high performance looks like, you’ll never get there, as everyone pulls in different directions. Our report will help you sort through the differing opinions and build a strategy that works.
Our methodology
We surveyed 1500 public and private sector knowledge workers in the HR, payroll and finance sectors across the UK and the Republic of Ireland about what high performance looks like to them. We’ve also spoken to 150 C-suite executives from the same areas about their take. From there we’ve crunched the numbers to uncover some key insights into where there’s alignment, where there’s conflict, and where you can go next.
Discover the secrets of high performance in the full report now
What you'll uncover
The great divide
91% of employees think they're high performing, but only 51% of leaders agree with them. Where’s the conflict coming in, and are there areas where gaps can be bridged?
Heightened anxiety
48% of leaders are already certain that the current economic climate will make achieving high performance difficult. Leaders may hesitate to make the big changes needed to unlock growth. We’ll cover why bold moves are needed, and how to make them.
A way forward
What’s the best way to realign your perspective with the rest of your team, achieve your mission and make an impact at work? Download our research report and get equipped with the knowledge you need.
The survey lifts the lid on what both groups think is most important in creating high performance, what role technology has to play, where their organisation is strongest and weakest, and which areas they want to improve. The key findings show an alarming disconnect between what leaders and employees think.
Anton Roe
Chief Executive Officer, MHR
