What distinguishes companies such as Wal-Mart and UPS from the many thousands of other businesses in operation? They record double-digit growth year after year. Hewitt conducted a multifaceted research study in partnership with Michael Treacy, author of Double-Digit Growth: How Great Companies Achieve It—No Matter What, to better understand the managerial and organizational characteristics of businesses with sustained high performance. This, combined with our research on effective leadership, reveals that organizations with sustained double-digit growth do things remarkably differently from slow-growth companies. So how can reviewing specific people practices help you build a high-performance workforce capable of delivering double-digit growth?

What is a High-Performance Workforce?

In a high-performance workforce, people at every level and function are focused on the right priorities and understand that they are accountable for delivering strong results. They are energized, engaged and perfectly positioned to give their best. They are dedicated to building the necessary skills to grow the business. In short, they are a competitive differentiator.

Over the years, Hewitt has worked with many great organizations to help them tackle their talent issues and conducted extensive research into the practices of double-digit growth¹ and Best Employer companies, and we have learned that in the most successful companies, building a high-performance workforce is a core capability.

These companies not only nurture a high-performance company culture, they also ensure they create an environment and infrastructure that enables them to build a high-performance workforce. This steadfast attention to bringing the right people on board and keeping the right talent starts with the top leadership. Most double-digit growth organizations house rigorous processes and committed resources to match the right people to the appropriate business opportunities.

The Critical Path to a High-Performance Workforce

Insights from the research gained from the study reveal that companies needs to get three fundamental factors right across the organization if they are to build a high-performance workforce.

The strongest organizations approach these building blocks in a very different way to their less successful competitors. They aren’t satisfied with simply having programs, processes and training modules in place: they understand it takes a very different level of focus to get them right and realize their potential return-on-investment for the business. These companies sustain a commitment to deep manager capability in order to ensure their execution is spot on. They don’t just do them: they do them well enough to create a real competitive advantage.

From this compelling study, Hewitt has documented seven actionable steps to achieving these three high-performance fundamentals. In order for companies to build a truly high-performance workforce, they must not only strengthen accountability for results, but also attract, motivate and retain key people in an increasingly competitive talent market, and grow leaders at all levels. According to Andrew Bell, Regional Head of Talent and Organization Consulting at Hewitt, “The good news is we now know exactly what needs to be done in order to get the absolute best out of all of our people.” He explains, “We now have a clear barometer—and real-world ways to strengthen and support the manager capability that’s crucial—to realize the tremendous ROI in building a high-performance workforce.”

If you want to help your organization and managers create and leverage the seven actionable steps to high performance, or simply want to find out more about how Hewitt can help your organization move from "Good to Great," please contact Nousheen Jalal.

In association with Michael Treacy and his book, Double-Digit Growth: How Companies Achieve It—No Matter What. Contact your local Hewitt Associates office for information about the detailed research reports on the people practices of double-digit growth companies.