7 ways to create a high-performance culture

Drawing on her experience as a dual Olympian and more than 15 years as a human resources manager, Fiona Crawford outlines the keys to creating a high-performance culture for law firms.

 1. Define what you are trying to achieve

‘High performance’ is a trendy term used by managers and human resources professionals seeking to improve the performance of their firms.

However, InfoTrack general manager, human resources Fiona Crawford* believes many law firms struggle to articulate exactly what it means for their businesses. So the starting point on the journey to achieving a high-performance culture is to come up with a unique definition for your firm based on questions such as:

• What are your firm’s values?
• How do you expect your employees to fulfil those values?
• What factors do you want to drive and motivate your employees?
• How will you define their success?

Crawford says, once those questions are answered, it is important to map out the strategy and ensure employees understand the firm’s direction. In InfoTrack’s case, it has put the focus on an employee value proposition that is defined by ‘effort over obligation’ – it expects the business’s employees to come into work with a motivation and effort that overshadows any feeling of obligation to do their job.

With regard to achieving high performance, few people can match the deeds of Broncos rugby league coach Wayne Bennett. A former Australian winger, Bennett has coached Australia, England and Queensland, among others, and holds the record as a coach for the most grand final wins in the National Rugby League competition.

Bennett has been a mentor for many years to Crawford, who played softball for Australia at two Olympic Games. “He really instilled in me the importance of evidence – the evidence that I was giving to my teammmates, myself and my coaches that I wanted to be the best and that I would do whatever I could to be the best for myself and my team. That’s something that I really try to instil in my employees today.’’ The Bennett mantra demands that people do what they say they are going to do and step up when the pressure is on. It also requires managers to give evidence-based feedback to their staff – not just criticism.

2. Ensure your strategy is transparent

Crawford says the more that employees understand what the firm is working towards, the more enthusiastic and involved they will be. She recommends following buisness planning expert Verne Harnish’s model of setting a one-page strategy for firm-wide goals – it could take the form of the Top 5 Things To Do – and communicating it clearly to employees. Send them emails outlining the goals. Make them visible via notes on their desks. Get managers to remind staff of the key elements of the strategy.

Most importantly, be agile and keep updating the blueprint every few months as market conditions change or evolve. “The fact that the key points of the strategy are reviewed so often ensures that they don’t fall through the cracks,’’ Crawford says.

3. Recruit and retain the right people

After clarifying what high performance means to your firm, the challenge is wooing and keeping the people who can implement the strategy. This recruitment process should include setting clearly defined roles and expectations for employees, and it needs to be overseen by someone who understands your firm and its values. What competency sets do you need? What knowledge and experience should people have? What behavioural characteristics are the right match for your firm? “Taking the time up front to be really clear on what you want will ensure greater speed in finding the right candidates,’’ Crawford says.

If your firm is struggling to attract or keep talent, look within rather than simply blaming the problem on generational factors with Generation Y or Millennials. “Gen Y, in particular, get a tough rap and they’re seen as being quite fickle and that they’ll jump from job to job, ’’ Crawford says. “My experience is that they want to align themsleves with a firm that’s got the same value sets that they have. They want to learn and grow and they’ll stay loyal to you so long as you continue to invest in them.’’

 4. Use technology wisely

Technology is the way of the future, so a failure to embrace it simply means your firm will be left behind.

This applies to all businesses and Crawford has been practising what she preaches at InfoTrack by emplementing new tools to stay ahead, including using electronic signing for onboarding documents and social media platforms such as LinkedIn for a revamped recuriting strategy. Employees use such platforms to advocate for the company, while the business benefits from having a wider network of connections and talent.

Crawford believes any new technology innovation must improve efficiency and aid the business’s bottom line, rather than slowing down processes and acting as a “handbrake’’. “If you go to any manager and say, ‘I’ve got a new process’, don’t expect them to jump out of their skin. But if you can explain how it will make their life easier and how it’s going to be faster and more efficient using such technology, you‘ll get some buy-in.’’

5. Track employee engagement

Crawford says, in essence, employees want three things: a meaningful vision of the future; a sense of purpose; and great relationships. The more engaged employees feel, the more productive they will be, the better service they will provide and the longer they will stay in the firm.

Tracking engagement is crucial and can be done through open communication with employees, along with regular reviews and opportunities for feedback. Having a formal system in place such as employee engagement surveys helps to hold the firm accountable and creates a measuring stick. However, Crawford warns against confusing ‘employee engagement’ with ‘employee satisfaction’ – a person could be very satisfied in their role even if (or perhaps because of the fact that) they are doing very little. “Engagement implies the willingness to put in the extra effort,’’ she says.  “The only way that employees will put in that extra effort is if they have a clear understanding of what they do every day and how that impacts the business.’’

6. Seek out diversity

Crawford loves diversity, but not gender or racial quotas. She has no doubt that employing people with a wide range of backgrounds brings a unique mix of talents, perspectives and experiences to a workforce (females comprise more than 50 per cent of staff at InfoTrack and 30 countries are represented among all employees). Different viewpoints force people to think outside the box and encourage innovation.

Nevertheless, the key to success is to work out who should fulfil key roles in your business and choose them without fear or favour, accoridng to Crawford. “This takes gender, it takes ethnicity, it takes everything out of the equation. If you’re clearly aware of the skillsets and knowledge you’re looking for, it allows the best candidate, regardless of sex or colour, to bubble to the surface.’’

7. Recognise and reward achievements

The power of rewards and recognition should never be underestimated, Crawford argues. Achievements of all kinds should be celebrated, from individual milestones to team and firm-wide efforts. At the core of such a strategy should be a peer-based recognition scheme whereby staff can identify others who go above and beyond their duties.

At the same time, it is important to understand how individual employees want to be recognised. Some will like public acclaim in front of their colleagues; some will value a gift or prize; and some will prefer a quiet, simple pat on the back.

“Having a vehicle for people to recognise others is critical, but it‘s also important for managers to understand how their staff like to be recognised because not everybody likes to be hauled in front of staff and given a $50 movie voucher,’’ Crawford says. “That can do more harm than good.’’

* Fiona Crawford is general manager, human resources at InfoTrack, a technology company that provides intelligent search and automated workflow for professionals across the legal, conveyancing, banking, finance, insolvency, surveying, mercantile, accountancy and government sectors. She has more than 15 years of human resources, training and coaching experience across a range of industries. Fiona is a two-time medal-winning Olympian in the sport of softball, claiming silver in 2004 and bronze in 2000.