What does it take to truly build something? Plans? Yes, plans are important. Materials and People? People are the most important factor when building anything. Before you can start to look at plans and gather materials, your people must be motivated to do the job. Today the downturn in the economy is deeply impacting the morale of employees, potentially crippling workforce performance when companies need it the most.

SuccessFactors Research recently surveyed 227 companies in the UK and Ireland and found that 60% of the respondents listed staff morale as the number one effect of the crashing economy, followed closely by goal alignment and achievement, which was selected by 31% of the respondents. What does this mean for business? I am sure you have noticed the title of this blog, Carrying Rocks or Building a Castle. People who are not aligned with their organization are merely carrying rocks, doing work without building the castle. Companies simply cannot afford to let their people do unproductive work, whether in a good or bad economy. Workers with low morale who are not engaged may never pick up the rock at all.

The cost of an unmotivated workforce is quite substantial. SuccessFactors Research has always maintained that a company’s ability to execute is based on three factors: motivation, talent, and organizational ability (tools, etc.) In fact, we consider these three factors to be multiplicative, so low motivation, or low engagement, directly and negatively impacts the other two factors across the company. Companies can tackle both challenges highlighted in our survey, low morale and goal alignment, with an effective goal management strategy.

Having a direct line of sight between one’s individual contribution and the company’s goals is one major driver of engagement. Goal management can help provide that line of sight, linking and cascading goals so that the worker always has a context for his or her actions.

When optimizing the workforce, potentially laying off staff, and adjusting to the changing business environment, you can’t afford to let low morale effect your organisation’s ability to execute. Ensure that goals are clearly set and managed effectively, and build strong teams committed to building the castle.

Recently Saugatuck Technologies released a study showing that SaaS (Software-as-a-Service) Human Capital Management software contributes at least 2-3% to top line growth – definitely good news for companies seeking more green. An article in this week’s San Francisco Chronicle made me start to think about another kind of green – the environment. Human capital management is key to driving a number of environmental initiatives. Paperless reviews save paper. Working from home reduces gas-guzzling commutes and slows the need to build new office space, and as the San Francisco Chronicle points out, employees love working from home. As an important part of the individual value proposition to the employee, working from home helps keep your employees engaged.

But, successfully promoting a paperless office and shifting people from the office to the home, requires systems that support these activities. Goal alignment, ensuring that people are working on the right things for the right reasons, is very important. People need to feel like part of the team, even if they aren’t physically present. Traction, not action is the mantra for successful execution. Goal alignment ensures that people are moving in the right direction downfield to score, and not just gaining yardage. In fact, if your players are moving in the wrong direction, they are moving farther away from the goal. Goal alignment helps ensure that this doesn’t happen. It is not a substitute for supervision from a manager, but keeps the team working toward the overall company strategy.

Human Capital Management is a critical to earning green, and going green, enabling people to work from home, in global teams, anywhere, anytime. How green is your organization?

Imagine you are on the football field – What if 15% of your performance is dependent on the play you select, and 85% of your performance is dependent on your ability to make the play? Where would you invest most of your time, training your team to pass, catch, run, and block, or picking out the right play?

By and large, studies have found execution is the clear driver of company value and financial performance. How much? Well, about 15% of company’s performance is attributable to strategy – the remaining 85% is attributable to execution, as found by Becker and Huselid’s “ High performance Work Systems and Firm Performance.” Joyce, Nohria, Roberson found a similar ratio in “What really works.”

That’s right – Execution of the strategy is 6 times more important than the strategy itself!

How do you execute on a strategy? In a word: People. At the end of the day, it is the employee who makes things happen, who gets results – not machines, strategies, vendor relationships or what have you. People are your real differentiator and now typically make up 70% of a company’s cost (and growing). This is doubly true in today’s knowledge-focused economy. We see today that about 80% of a company’s valuation cannot be explained by the balance sheet, which shows the growing importance of intangibles and people performance to future cash flow. The value of a company is no longer in its factories, IT systems, or physical assets – it is created by the company’s people.

Your company is in fact already on the field, fighting for customers, revenues, and a competitive position. Instead of “picking out the best play”, focus on what will most help you move downfield toward your goals: people performance, 85% of your success depends on it. Goal alignment, individual accountability, and engagement equal strong execution. Build up these strengths and capabilities of your company to help ensure you can make the big plays. So yes, people performance does matter, because their ability to execute is the key factor in creating value and driving results for your company.

About an American company. As told by Jason Corsello.

It’s an entertaining tale, you should read it even if just for a laugh. But it make you take note of the fact that Performance management ain’t a cure for stupidity, – that’s for sure.

It often occurs to me that some of the highly educated people that comprise the management ranks at our nation’s most highly regarded companies are so capable of strategizing that they never actually DO anything. They just think.

Not that there’s anything wrong with that by itself.

But, in that world, the people that are actually doing the work are just that – doers. Well what if the doers thought and the thinkers did? What a wonderful, productive world it would be. In some ways, I think that’s part of the promise of goal alignment in particular and performance management in general.

Just a thought.

Not the dishwasher detergent. Actually I’m talking about the concept of the goal cascade. In most cases, this means a manager pushing her goals down to her employees. For many, that’s all it is. Honestly, that’s all I thought it was, too.

But earlier this week, I sat in on one of the all-hands training sessions we had and I realized there’s actually more to it. Technology enabled Goal Alignment doesn’t only have to be a mechanism for a manager that enables her to say “hey employee, this is what I’m working on – you work on it too.” It can actually be a far richer and more dynamic process.

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Guess what? Senior executives and managers are stressed at work. No, seriously.

This is an obvious conclusion for many of us, but nevertheless the result of a nationwide survey from last month. The top three sources of stress were “deadlines (52%), interruptions (42%) and conflicting responsibilities (37%)” according to this ground-breaking research.

The last one is the only one that made my ears perk up. Conflicting responsibilities. Certainly we all have things pulling us in different directions. That’s a normal part of any job. Prioritization. But I wonder to what extent it relates to the idea of goal alignment.

If it were clear which actions were in line with overall corporate goals - which work would most drive the company forward – perhaps it would help make “conflicting responsibilities” less conflicting. Perhaps.

You may have noticed a poll in the left-hand column over the past couple of weeks. Though clearly not scientific in any way, the poll has provided some insight into what’s on the minds of our readers.

We asked, “What is your most pressing HR issue?” 

We had 50 people respond to the poll, and the results are interesting. Despite all the talk about succession and compensation, the core issue (28%) for our respondents was Performance Reviews followed followed closely by Goal Alignment (24%).

To me, it indicates that Performance Management and Goal Alignment are still the biggest pain points for HR practitioners. They represent the heart of talent management initiatives, and Succession and Comp. are just further down in the hierarchy of HR needs.

I’d be curious to hear what you guys have to say about the results. Do you think they’re generally representative, or are they skewed for some reason?

Via a google search I came across an interesting interview at a site called the Business of Healthcare. Specifically, I found a podcast with a gentleman named Steven Barney on the topic of Human Resources in healtchare. Mr. Barney is the SVP of HR for the SSM Healthcare system in the Midwest.

Though the interview starts with the interviewer stating that he always felt that “HR is just a barrier, a bureaucratic engine that is just a support function” the topic soon shifts to more valuable thinking from Mr. Barney. I’d recommend a listen if you have the time (it’s about 50 mins – a little long for my taste).

Healthcare is a very unique industry with a number of difficult people-related challenges. As Mr. Barney notes, 40 – 50% of all expenses in the hospital world are people – they are the main instrument for providing care. But, with a very diverse workforce with workers from across the educational spectrum and a “tradition of hierarchy” aligning the workforce behind common goals is no simple task. Nevertheless, he says, there are just simply too many moving pieces to allow credentials to get in the way. It’s necessary to bring everyone to the table in order to move forward.

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Interesting report from AMI Research showing that On-demand HR applications are taking off among small and medium sized businesses. There’s a very strong case to be made for software as a service (SaaS) use among SMBs – low upfront costs, easy implementations, high configurability, super-quick time to real value and so forth. We released a couple of completely new products recently to serve these markets – Professional Edition and Manager’s Edition. I’ll spare you the commercial (you can click on the links if you’re interested).

From the report’s press release:

According to Sau Lam, Research Analyst at AMI-Partners, “Several factors are fueling this trend. Traditional on-premise HR applications are often too costly, time-consuming and resource-intensive for most SMBs to deploy and manage. Full-service HR outsourcing can also be too expensive. Plus, it requires that customers sacrifice visibility and control. Web-based solutions can potentially provide SMBs with a more viable option for servicing their HR needs,” Ms Lam continued. “At the same time, SMB HR needs are growing. They need to automate operations to meet increasing regulatory requirements, and compete more effectively to maintain a dwindling supply of skilled personnel in a shrinking labor force.”

Much has been made about the Internet as a force of democratization, and that’s true even in the world of enterprise software. As a former small business owner, I loved SaaS applications becuase they gave me functionality that similar sized competitors could only dream of. In that way, they lent a real competitive advantage. That advantage is especially true with HR software.

Workforce performance management is, in some ways, more impactful in smaller companies in which there is less margin for error. Good HR applications can reduce administrative burdens that can bog you down. They can also provide the benefits of goal alignment and performance management processes that make sure everyone is pulling together and that the company is getting the most out of its employees and vice versa.

Business 2.0 talks to Google CEO Eric Schmidt about goal alignment (even if they don’t use the words). Here’s "the … formula he uses to stay on track while innovating: Spend 70 percent of your time on the core business, 20 percent on related projects, and 10 percent on unrelated new businesses."

In Schmidt’s words: "the test that I apply — and we do this every day, 70/20/10 — is to ask how a feature will extend the core, the adjacent, or the innovative stuff to fulfill our mission. That’s the sort of drug that we all take, and it works really quite well."

Goal alignment takes many forms. It’s interesting to see how a hot company like Google thinks about keeping it’s employees, and indeed, the entire company, on the right track.