The Three C's

Delivering to Commercial, Customer and Culture for Sustainable High Performance.

  • Commercial

    Because every organisation needs to be commercially responsible now and in the future!

  • Customer

    Because sustainable performance requires continuous improvement of value to the customer!

  • Culture

    Because delivering to commercial and customer outcomes requires safe, secure and satisfied employees!

Introduction

High Performance Organisations

“We are in the middle of one of the most profound shifts in human history, where the primary work of mankind is moving from the Industrial Age of “control” to the Knowledge Worker Age of “release.” - Stephen R Covey

For centuries people have organised themselves into collective groups intuitively knowing that together it is possible to achieve more security and satisfaction than we can alone as individuals.

But, somewhere in our pursuit of higher performing organisations this intuition got lost in favour of a focus on cost and efficiency. Multiple business and economic failures caused by an exclusive focus on efficiency led to a new drive toward customer satisfaction. This has proven to be somewhat successful although many implementations of approaches like TQM, Quality Circles, Lean and Agile have failed to deliver the expected results.

As we move out of the 'Industrial Age' and into the 'Knowledge Age' there is a slowly emerging understanding that in order to achieve sustainable performance in an organisation it is necessary to listen to our intuition and create environments where we can work together, learn from each other, bring our contribution to the table and achieve greater collective satisfaction.

This programme is an ongoing exploration of what is necessary to balance the Commercial, Customer and Cultural needs of any organisation that wants to achieve Sustainable High Performance.

HPtE

High Performance through Engagement

Call it High Performance Engagement (HPE), High Performance High Engagement (HPHE), Throughput Improvement Process (TIP) (also known as DVA), a SUCCESS Framework (developed at Utah GOMB), Labour Management Partnership (LMP) or, as we describe it, High Performance through Engagement (HPtE), the foundations are the same.

High Performance is achieved by creating a synergy between increasing Customer value, providing a safe, secure and satisfying environment for employees i.e. a constructive Culture and maintaining Commercial responsibility.  These are known as  "The Three C's."

Engagement is when the people closest to the customer or work process are directly and actively involved in solving problems that hinder the performance of the organisation as a whole.

High Performance through Engagement is achieved when those people who are closest to the customer and work processes use, as a matter of habit, analytical problem solving tools and structured process to identify the root cause of problems, the solutions and the implementation plan for improved performance towards customer value and commercial responsibility.

A Sustainable High Performance Organisation is achieved by putting in place a work system that: 

  • is customer focused,
  • uses analytical problem solving processes like Interest Based Problem Solving, Six Sigma, Lean and the Theory of Constraints.
  • has open and real time information systems
  • is performance driven with continuous improvement metrics
  • is employee based and relies on discretionary effort and judgement of employees
  • has a management systems that facilitates and releases intuition, knowledge and experience from employees
  • is focused on building constructive thinking, behaviour and cultures
  • has an empahsis on training, developing and growing people
  • is innovative, dynamic and flexible


There are multiple ways to build this work system.  Your organisation is unique because the people in it are unique.  A high performance work system must be customised and design for your organisation by the people in it because they know more than anyone how to make it work.

A strategy like this is not for everyone. It requires "courageous leadership" (think Brene Brown - Dare to Lead) and a willingness to embrace a new way of operating.

The benefits of a High Performance through Engagement Strategy  are increased customer loyalty, increased financial performance and a culture of innovation and growth.  There are numerous case studies through out the world that demonstrate the benefits of a high performance engagement approach.  

Regardless of what you call it high performance through engagement is a path to sustainable high performance.

The Strategy

A people focused organisational strategy

A High Performance through Engagement Strategy is:

"An Employee/Employer focused organisation strategy that deliberately creates a Culture of collaboration, innovation, confidence and achievement to deliver sustainable Customer and Commercial value."

Where Employees choose to have a voice through a Union or multiple Unions a High Performance through Engagement Strategy becomes: 

"A Union/Employer focused organisation strategy that deliberately creates a Culture of collaboration, innovation, confidence and achievement to deliver sustainable Customer and Commercial value."

What makes the Employment Relations Centre unique is the Three C's Model combined with our HPtE Strategy™ Model.  This is a road map for delivering accelerated sustainable high performance in any organisation.

Access to the whole picture

"The Whole Picture" is a resource for our clients. We help you customise this content for your organisation so that your HPtE Strategy™ becomes a reality.

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High Performance through Engagement

Learning and Resource Centre

Principal Consultant

Your partner in delivering a High Performance through Engagement Strategy

  • Karl Perry

    Principal Consultant and Director

    Karl Perry

    Karl Perry is a well respected Facilitator, Thinking Coach and Consultant. He is also a skilled Human Resource, Employment Relations and Organisational Development practitioner. Karl has been consulting and coaching since he founded the Employment Relations Centre in 1997. He has helped thousands of individuals, teams and organisations achieve more of their personal and collective goals through the development of high performance behaviour, engagement and cultures. If you want better working relationships contact Karl and book time for an introduction .

Client Feedback

A small sample of feedback from satisfied clients

Ian Gower - Air New Zealand

Having worked with Karl now on several different projects ...

Ian Gower - Air New Zealand

Having worked with Karl now on several different projects, I can highly recomend him when methodical unbiased problem solving, team development coaching or Collective Agreement Negotiations are required. The experience, methods and tools Karl uses, help break down the issues into a clear and concise picture, without the conflict we have had in the past. The time spent "Setting the Scene" with Karl, will greatly reduce the overall time it would normally take to work through problem solving or negotiation. Once again, I highly recommend Karl as your next business mentor, coach or facilitator.
Kym Amiatu - Air New Zealand

Air New Zealand is empowering employees through collaborating to resolve problems ...

Kym Amiatu - Air New Zealand

Air New Zealand is empowering employees through collaborating to resolve problems or identify opportunities with those who are closest to the problem/opportunity. As part of this change a number of working groups have been put in place with multiple (union/employee/employer) team members. I have used Karl to facilitate problem solving sessions and collective agreement negotiations. Karl has used interest based problem solving and interest based negotiation techniques during these sessions. Karl has an energising facilitation style, he quickly judges the mood of the participants and their abilities and adjusts his facilitation style accordingly. Karl has a range of frameworks and methodologies he uses to manage the inputs and interests of the stakeholders, resulting in a successful outcome. I continue to engage Karl for his facilitation abilities and feel confident in recommending him to others.
John Stulen - NZ Forestry Owners Association

Our Association has used Karl’s facilitation/problem-solving services with a diverse group of members ...

John Stulen - NZ Forestry Owners Association

Our Association has used Karl’s facilitation/problem-solving services with a diverse group of members from our industry who originally could not see their way to a relatively simple solution. It is a credit to Karl’s expertise and practical experience with the process that we were able to identify the problems and begin work towards better outcomes.
Sarah Williamson - Air New Zealand

There are a limited number of facilitators endorsed to provide assistance with collaborative problem solving within Air New Zealand ...

Sarah Williamson - Air New Zealand

Air New Zealand is working towards being a more collaborative workplace. As part of this change a number of steering groups have been put in place with multiple (union/employee/employer) team members, and a number of new ways to problem solve issues have been introduced. One of these is an interest based problem solving technique. Karl was engaged to provide facilitation to enable stakeholders to work through an employment issue that had been around for some time. There are a limited number of facilitators endorsed to provide assistance with collaborative problem solving within Air New Zealand. Karl brought to the table a range of frameworks and methodologies to tussle with the issue, managed the inputs and interests of the stakeholders, resulting in a successful outcome. I would confidently re-engage Karl in the future for his facilitation abilities.
Dawn Handforth - NZALPA

Karl is able to remain a neutral and impartial facilitator while guiding the parties through sometimes complex and emotive problem solving...

Dawn Handforth - NZALPA

Karl has been consulting to NZALPA since July of 2013. NZALPA recommended Karl to Air New Zealand when they were seeking external High Performance Engagement facilitators in late 2014. He was the highest scoring candidate and has successfully facilitated a number of challenging issues using the HPE approach including the establishment of a HPE Jet Pilot Steering Committee, a base closure (involving multiple union parties) and a number of complex contractual issues. Moving from a traditional combative and conflict-based relationship toward a more collaborative approach is not an easy task. Karl is able to remain a neutral and impartial facilitator while guiding the parties through sometimes complex and emotive problem solving.
Steve Worsley - Coachio Group

Karl's excellent facilitation skills and ability to see the big picture and keep us on track not only made the numerous sessions we had enjoyable, but extremely valuable ...

Steve Worsley - Coachio Group

I worked with Karl whilst at the Department of Labour. We used his skills to facilitate some developmental workshops in respect of how we could apply our services to SME's and how we could contribute to improving productivity within the businesses we worked with. Karl's excellent facilitation skills and ability to see the big picture and keep us on track not only made the numerous sessions we had enjoyable, but extremely valuable. He had the ability to quickly grasp the needs of our organisation as well as gain a good understanding of our role. This enabled him to facilitate in a very effective and professional manner and we all benefitted from his expertise. I would look forward to working with Karl again.
Alexandre Medarov - University of Auckland

Karl is a results oriented, dynamic business leader and coach ...

Alexandre Medarov - University of Auckland

Karl is a results oriented, dynamic business leader and coach to his team and the cross functional teams he supports. Karl is incredibly professional in all of his interactions internally and with customers and partners. Karl is engaged, close to the business and conducts business with a unique blend of technical and business savvy. Karl is the ultimate team player and skillful at balancing the needs of the customer with the needs of the business to find mutually acceptable solutions. Everyone who interacts with Karl finds value in the interaction.
Lana West - Bank of New Zealand

Karl has a desire to bring out the very best of people and help work with them towards reaching their potential...

Lana West - Bank of New Zealand

Karl is the consummate professional in HR. His coaching skills are outstanding and his personal work ethic is high along with delivering quality outputs. Karl has a desire to bring out the very best of people and help work with them towards reaching their potential. He has a sense of fun that he also brings along to his workplace and it has been a delight to work with him.
Stephen Whiteside - University of Auckland

The program was sufficiently successful that it has spread to other parts of the organisation ...

Stephen Whiteside - University of Auckland

I've very much appreciated working with Karl on the Human Synergistics Framework to support development of constructive cultures in my teams. The program was sufficiently successful that it has spread to other parts of the organisation. Karl was a very strong coach, was very systems driven, and focussed on the programme outcomes. I'm pleased to recommend Karl.

People, People, People

He aha te mea nui o te ao? What is the most important thing in the world? He tangata, he tangata, he tangata. It is the people, it is the people, it is the people.

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