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Att beh\u00e5lla och attrahera r\u00e4tt kompetens anges ofta som en av de fr\u00e4msta utmaningar som f\u00f6retag m\u00f6ter. Samtidigt st\u00e4ller l\u00e5gkonjunktur och \u00f6kad konkurrens krav p\u00e5 personaleffektivisering. <\/p>\n","protected":false},"author":27,"featured_media":609,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"page-hero.php","meta":{"_acf_changed":false,"footnotes":""},"class_list":["post-2045","page","type-page","status-publish","has-post-thumbnail","hentry"],"acf":[],"yoast_head":"\nPeople performance - Att attrahera och effektivisera | Axholmen<\/title>\n<meta name=\"description\" content=\"Att beh\u00e5lla och attrahera r\u00e4tt kompetens anges ofta som en av de fr\u00e4msta utmaningar som f\u00f6retag m\u00f6ter. 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B\u00d6RJA P\u00c5 H\u00d6G H\u00d6JD \u2013 VAD \u00c4R M\u00c5LET?<\/h4>\r\n\r\n<hr \/>\r\n\r\nUtg\u00e5 alltid fr\u00e5n var f\u00f6retaget vill n\u00e5, hur\u00a0f\u00f6retaget ska n\u00e5 dit (m\u00e5l och strategi) samt vad\u00a0som \u00e4r viktigt i form av grundv\u00e4rderingar.\u00a0\u00c4r det h\u00f6g tillv\u00e4xt som \u00e4r m\u00e5let eller en h\u00f6g\u00a0l\u00f6nsamhet? \u00c4r det en kundn\u00e4ra strategi\u00a0f\u00f6retaget har, eller \u00f6verl\u00e4gsna produkter, eller\u00a0en effektiv produktion? Det handlar om att g\u00e5\u00a0tillbaka till k\u00e4rnan.\r\n\r\n \r\n<h4 style=\"text-align: center;\">2. DEFINIERA ORGANISATION OCH KOMPETENSER<\/h4>\r\n\r\n<hr \/>\r\n\r\nUtg\u00e5 fr\u00e5n m\u00e5l och strategier f\u00f6r att designa den\u00a0organisation\u00a0(roller och ansvar) och kompetenser som tar f\u00f6retaget till det \u00f6n \u00f6nskat\u00a0l\u00e4ge. H\u00e5ll rollerna p\u00e5 en balanserad niv\u00e5 \u2013\u00a0detaljerade nog f\u00f6r att ge v\u00e4gledning och st\u00e4lla\u00a0krav, men inte s\u00e5 omfattande att ingen orkar\u00a0uppdatera och ta till sig vad som st\u00e5r.\r\n\r\n \r\n<h4 style=\"text-align: center;\">3. VAR TYDLIG MED KARRI\u00c4RV\u00c4GAR<\/h4>\r\n\r\n<hr \/>\r\n\r\nEn pragmatisk karri\u00e4rmodell som f\u00e5ngar hur komplexitet och krav skiljer sig \u00e5t mellan roller p\u00e5 olika niv\u00e5er. Mappa in anst\u00e4llda mot karri\u00e4rniv\u00e5er och j\u00e4mf\u00f6r med vilket faktiskt behov som finns i organisationen. Du f\u00e5r en initial gap-analys att\u00a0agera p\u00e5, men ocks\u00e5 ett verktyg f\u00f6r att\u00a0kontinuerligt arbeta mot en optimerad\u00a0organisation \u2013 d\u00e4r utbud och efterfr\u00e5gan m\u00f6ts.\r\n\r\n \r\n<h4 style=\"text-align: center;\">4. UTV\u00c4RDERA MEDARBETARNAS PRESTATION<\/h4>\r\n\r\n<hr \/>\r\n\r\nF\u00f6rst och fr\u00e4mst m\u00e5ste du definiera vad en bra\u00a0prestation inneb\u00e4r. En bra prestation ska ta\u00a0f\u00f6retaget till det \u00f6nskade l\u00e4get, och kan ses i tre\u00a0dimensioner:\r\n<ul>\r\n \t<li>Uppfyllnad av \u00e5rliga m\u00e5l (kvantitativa och\u00a0kvalitativa, individ och grupp)<\/li>\r\n \t<li>Leva upp till sin roll och karri\u00e4rniv\u00e5<\/li>\r\n \t<li>Beteenden som skapar \u00f6nskad kultur och \u00e4r i\u00a0linje med funktionens\/aff\u00e4rsomr\u00e5dets\u00a0strategiska riktning<\/li>\r\n<\/ul>\r\nF\u00e5nga dimensionerna i en modell som beskriver\u00a0hur utv\u00e4rdering ska ske och vad som \u00e4r en h\u00f6g\u00a0respektive l\u00e5g prestation.\r\n\r\n \r\n<h4 style=\"text-align: center;\">5. UTFORMA INCITAMENT OCH OPTIMERA L\u00d6NENIV\u00c5ER<\/h4>\r\n\r\n<hr \/>\r\n\r\nEn bra prestation ska ge utdelning i form av kompensation \u2013 l\u00f6nef\u00f6rh\u00f6jning och eventuellt bonus eller f\u00f6rm\u00e5ner. Gl\u00f6m dock inte att en bra prestation ocks\u00e5 ska lyftas fram i vardagen. Det kan handla om biobiljetter till medlemmar i projekt som h\u00e5ller tidplan och budget, att l\u00e5ta medarbetare nominera varandra till m\u00e5nadens prestation, eller bygga ledare som bygger medarbetare. Eftersom du s\u00e4llan b\u00f6rjar med ett vitt papper\u00a0s\u00e5 kommer det inte att bli n\u00e5gon perfekt\u00a0mappning mellan l\u00f6neniv\u00e5 och plats i karri\u00e4rmodellen initialt, men du har ett verktyg\u00a0f\u00f6r successivt n\u00e4rma dig en optimal niv\u00e5.\r\n\r\n \r\n<h4 style=\"text-align: center;\">6. SKAPA F\u00d6RUTS\u00c4TTNINGAR F\u00d6R UTVECKLING<\/h4>\r\n\r\n<hr \/>\r\n\r\nN\u00e4r din prestation och karri\u00e4rv\u00e4g blir tydlig,\u00a0m\u00e5ste \u00e4ven f\u00f6ruts\u00e4ttningarna f\u00f6r utveckling bli\u00a0tydliga. Har jag n\u00e5gon utbildningsbudget? Vilka\u00a0kompetenser beh\u00f6ver jag sj\u00e4lv se till att\u00a0utveckla? Kan min chef hj\u00e4lpa mig att f\u00e5 ett\u00a0uppdrag som ger mig den erfarenhet som kr\u00e4vs?\u00a0Inkludera en tydlig utvecklingsplan i den \u00e5rliga\u00a0utv\u00e4rderingen, p\u00e5 kort och l\u00e5ng sikt.\r\n\r\n \r\n<h4 style=\"text-align: center;\">7. ARBETA FRAM EN \u00c5RLIG RYTM<\/h4>\r\n\r\n<hr \/>\r\n\r\nL\u00e5t allt falla p\u00e5 plats i en \u00e5rscykel f\u00f6r \u201dPeople\u00a0Performance\u201d. Det handlar om n\u00e4r och hur \u2013 i\u00a0vissa fall kan en process beh\u00f6va tas fram.\r\n\r\n[caption id=\"attachment_2063\" align=\"aligncenter\" width=\"800\"]<img class=\"wp-image-2063 size-full\" src=\"https:\/\/axholmen.se\/wp-content\/uploads\/2020\/07\/peopleperformance1-e1593762246613.png\" alt=\"\" width=\"800\" height=\"557\" \/> Figur 1. Illustration av \u00e5rlig rytm f\u00f6r People performance[\/caption]\r\n\r\nSe till att det finns en \u00f6vergripande ansvarig,\u00a0antingen en business partner p\u00e5 HR eller en\u00a0person i ledningsgruppen som s\u00f6rjer f\u00f6r att\u00a0rytmen h\u00e5lls och alla delar genomf\u00f6rs.\r\n\r\n \r\n<h4 style=\"text-align: center;\">8. ST\u00d6TTA CHEFERNA I F\u00d6R\u00c4NDRINGEN<\/h4>\r\n\r\n<hr \/>\r\n\r\nCheferna ska vara ambassad\u00f6rer f\u00f6r\u00a0f\u00f6r\u00e4ndringen och kunna svara p\u00e5 allehanda\u00a0fr\u00e5gor, men \u00e4r samtidigt sj\u00e4lva utsatta f\u00f6r\u00a0f\u00f6r\u00e4ndringen och har massor av fr\u00e5gor sj\u00e4lva.\u00a0Det \u00e4r s\u00e5ledes viktigt att inte bara involvera\u00a0chefer i designen, utan ocks\u00e5 att st\u00f6tta med\u00a0mallar och informationsmaterial, och att\u00a0tillhandah\u00e5lla \u00e5terkommande diskussions-forum\u00a0och utbildning.\r\n\r\n \r\n<h4 style=\"text-align: center;\">9. GL\u00d6M INTE ATT INFORMERA FACKET<\/h4>\r\n\r\n<hr \/>\r\n\r\nEn ny prestationsmodell eller karri\u00e4rmodell \u00e4r en\u00a0f\u00f6r\u00e4ndring i organisationen och facket skall\u00a0informeras i en samverkansf\u00f6rhandling. Informera de fackliga representanterna under\u00a0arbetets g\u00e5ng, s\u00e5 blir resultatet b\u00e4ttre och mer\u00a0f\u00f6rankrat.\r\n\r\n \r\n<h4 style=\"text-align: center;\">10. FOKUSERA P\u00c5 EN DEL AV F\u00d6RETAGET I TAGET<\/h4>\r\n\r\n<hr \/>\r\n\r\nVid arbete med \u201dPeople Performance\u201d\u00a0rekommenderas starkt att fokusera p\u00e5 ett\u00a0omr\u00e5de av organisationen i taget, som en\u00a0funktion eller aff\u00e4rsomr\u00e5de. Det finns fler\u00a0anledningar till varf\u00f6r:\r\n<ul>\r\n \t<li>En beskrivning av vad som \u00e4r en bra\u00a0prestation eller vad som ing\u00e5r i en roll b\u00f6r\u00a0vara tillr\u00e4ckligt specifik f\u00f6r att vara relevant<\/li>\r\n \t<li>Det h\u00e4r \u00e4r ett viktigt arbete som kr\u00e4ver fokus\u00a0och tid av chefer samt HR, och det \u00e4r sv\u00e5rt\u00a0att h\u00e5lla fokus \u00f6ver ett helt f\u00f6retag samtidigt<\/li>\r\n \t<li>Att anv\u00e4nda en pilot f\u00f6r att utv\u00e4rdera modellerna och l\u00e4ra sig underl\u00e4ttar f\u00f6rb\u00e4ttringar och skapar positiva referenscase f\u00f6r andra delar av f\u00f6retaget<\/li>\r\n<\/ul>\r\n "],"_modules-below-content_6_text-block-description":["group_page_modules_below-content_text-block_text-block-description"],"modules-below-content_6_text-block-buttons":[""],"_modules-below-content_6_text-block-buttons":["group_page_modules_below-content_text-block_text-block-buttons"],"modules-below-content_9_template":["text-block\/default"],"_modules-below-content_9_template":["group_page_modules_below-content_text-block-template"],"modules-below-content_9_text-block-title":["Sammanfattning"],"_modules-below-content_9_text-block-title":["group_page_modules_below-content_text-block_text-block-title"],"modules-below-content_9_text-block-image":[""],"_modules-below-content_9_text-block-image":["group_page_modules_below-content_text-block_text-block-image"],"modules-below-content_9_text-block-image-overlay":["0"],"_modules-below-content_9_text-block-image-overlay":["group_page_modules_below-content_text-block_text-block-image-overlay"],"modules-below-content_9_text-block-description":["\u201dPeople 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