Understanding the underlying drivers that foster a culture of innovation and setting up the right organizational processes is an essential step to building a high-performance organization and employee engagement. A few key factors that can help organizations achieve higher performance, efficiency, and engagement:
- Organizational culture: It is critical to identify, plan, and cultivate primary cultural drivers that elevate efficiency and productivity.
- Understand the role of leadership: The role of strong and effective leadership is more important than ever in building a high-performance organization. Leaders who empathize, listen deeply, and remain present are the most inspiring. One of the key roles of a leader today is to enable employees with varying skills to work together in a team and training employees to be ready for the future. New leadership development programs that are in-tune with today’s business complexities and help in developing leadership skills that support high-performance organizations are needed.
- Processes and ownership: Redesigning business processes and organizational structures to improve efficiency and a sense of ownership among the workforce will be integral for staying agile. Organizations working to align their strategic priorities and focus on building capabilities are essential to realizing their short-term and long-term goals. High-performance organizations are better aligned, capable, effective, adaptable, efficient, and engaged.
- Investment in people: A common characteristic among high performance organizations invest in their workforce to drive and engage them. These investments are spread across learning and training, benefits, rewards, wellness, and career planning. High-performance organizations understand that employees need to be feel valued in order to connect with the larger organizational goals and are training their leaders to connect with the pulse of their teams. Thus, most high-performance organizations today have dedicated training and skilling programs, wellness policies, lateral movement programs, executive development programs, employee groups, and networks to ensure that employees remain productive, engaged, and motivated.
- Innovation: High-performance organizations encourage innovation and experimentation among employees by reducing the fear of failure, without negating the importance of discipline and accountability. Organizations are not averse to innovating their internal practices and processes, and even their business models, to keep up with the changing business landscape. Leaders and managers have an indispensable role to play in this process, and they will become the agents of change that build a culture of innovation.
Education, awareness and capacity building with external and internal stakeholders
The County's Division of Equity and Social Justice honors the wholeness and ignite the potential of every individual member of our community to thrive regardless of gender, gender identity, immigration status, sexual orientation, marital status, identify with race, ethnicity, class, ability, age, culture, education, religion, and nationality. The division consists of seven specialized Offices targeting vulnerable communities with evidence-based and emerging best practices. To reach residents, populations, and subpopulations where they are, the DESJ will conduct a series of measurable education, awareness, and capacity building strategies with external and internal stakeholders throughout FY 2021.
Building a more equitable community through the development and implementation of culturally responsive and inclusive programs, activities, services for the targeted audience.
- Number of engagement with external and internal stakeholders which educates, increases awareness and builds capacity
- Number of Policy Development, Board Recommendations and PSE’s (Policy, Systems or Environmental Changes)
- Development of best practices/approaches to conducting outreach, education, and awareness for marginalized communities
- Creation of systems, programs, tools for internal and external agents to engage marginalized communities
- Annual Reporting to the Board, Committees, and Residents