- increased cross-selling to existing customers
- teller product knowledge
- sales skills
but the HR enabler still emphasised SERVICE!
e.g the organisation continue to have the following:
- training programmes focus on service rather than sales
- performance appraisal and merit pay that reward service rather than sales
- recruitment practice based on service competencies rather than sales
- turnover rates that undermined relationship building between tellers and retail customers and;
- low pay and benefits for tellers, who were considered overheads rather than a source or revenue growth
Lesson learned?: HR SYSTEMS influences EMPLOYEE BEHAVIOUR from many points.
( adapted from pages 30-34, The HR Scorecard, Linking People, Strategy, Performance, Ulrich et al, Harvard Busniess School Press, 2001)
Employee behaviour is driven by value (personal and cultural) see here. Most organizational vision mission core values statements are quite generic and it seems to me, much of a cut&paste job...hehe using terms like our core values are honesty, integrity, commitment bla bla bla... what ever that means ish...ya what izzit? so nebulous so celestial one leh? Why not use simpler and something employees can relate to, quite ezily like the following value behaviours:
- staying flexible
- taking initiative for one's own development
- resolving issues in an objective manner
for example lah. You can then integrate into (directly) performance criteria with equal weightage to traditional performance measures ( half of bonus and merit pay for financial performance results, the other half to employee adherence to the value behaviours. There is a saying that illustrates the rationale for such consideration of balanced approach to performance management "You can't simply get results too often while leaving a pile of dead bodies behind you" hehehe.
Think about it folks, thanks for visiting and reading this far (hahaha) and please do have a great weekend....