Can a person have all the skills required, for the job but not a top performer?
Having all the credentials listed in the job description does not automatically make you a high performer. High-performance employees see quality as a priority in the workplace. They focus on doing a good job to satisfy clients and customers. They concentrate on improving their skills and take the lead when it comes time to make decisions. These characteristics add to their skills and talent to provide innovation and new development within the company or organization.
Can a person who did not have all the skills and experiences listed on the job description be a top performer?
Not having all the credentials listed in the job description does not preclude a person from being a high performer. High-performance employees see quality as a priority in the workplace. They focus on doing a good job to satisfy clients and customers. They concentrate on improving their skills and take the lead when it comes time to make decisions. These characteristics add to their skills and talent to provide innovation and new development within the company or organization.
A high performer may accomplish more with less skill and experiences than an average performer.
Autonomy provides a key ingredient of top performers in the workplace. High performance employees manage their time, complete their workload and learn from their experience to plan ahead with a great deal of autonomy. Top performers report they have more flexibility than typical performers, according to research and surveys on employees conducted by Accenture, a global management consulting firm. Average performers have little or no autonomy, having their jobs closely monitored by supervisors. High performers rely on their strengths and insights to get the job done.
Would you agree that it is what you do with what you have that makes you successful rather than just what you have?
According to the Harvard Business Review, top performers can deliver 400 percent more productivity than average performers. That's a lot of productivity for one person, and your top performers are well aware of how much more work they're doing than everyone else. Are you?High performers are driven to excel, but they want to be recognized. If their contributions aren't recognized in your organization, they'll excel in another.
Would you agree that we should define what the person needs to do before we determine what the person needs to have?
You need to know what is required to be done before you can define the skills needed to do the task.
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