Driving a Performace culture -Identifying Root Causes & Building Solutions for High Performance

Please create PPT - subject Driving a Performace culture, Problem Statemnet Why Region most of the employees are not performe well? idenfied routcase for the non performance , is there any ownership accounblity issue, is there any burocasy issue, work culture or other thing who push them to not prefrom efficencly. method of identfied the issue , 1st step - work study funtion wise , FGD with Employees to understand what makes them not efficinet or what challange they face to not perform well, add some other issue which i have to identified is there this issue ( process issue,absent of compentitive skill, absent of recogniasation,non value adding task,any culture loofalls Pls add points - sany issue i have to identified ( process issue,absent of compentitive skill, absent of recogniasation,non value adding task,any culture loofalls this is the dufferent point show in the Employee daily challange -i have connect with some of the managers and they provide me the some input which they are facing challange- 1)high old inventory, due to high invetory space issue created and block the space , fun zone back office space occupied, 2)70-80% stock recived without hardtag, 3)no Loder in warehouse so everytime staff need to make physically streghnth , 4)inventory keep in store more then capacity of warehouse size,B, 5)ODFS hamper due to old and high invetory, 6)head cashoer have 2 con calls in a week for long duration more then 3 hours, 7)replanshiment process too long 8)uneven task align, 9)long con calls 10)multiple whatsup group 11)strictlt and short dealdline, 12)every functions manager want thier task on priority, 13)all data need on urgency 14)not feeled valued sometime,frequest visit back to back 14)roster disturbed 15)focus drop artical scanning and photo u[load is time consumig and no valueadded in drop launch 16) People rated PIP in past 2 years on higher level and People were also remove due to PIP includin which cretae negative impact in culture , they full job security issue, people now doing the task becasue of they have not job in hand so its impacting thier owneship to do job

1. How to Build a High-Performing Team:
Fixing Our Regional Issues
Slide 1: Title Slide
Title: How to Build a High-Performing Team: Fixing Our Regional Issues
Subtitle: Looking at the Root Causes of Low Output and Lack of Ownership
Presented by: [Your Name/Team]
Date: [Date]
Slide 2: The Main Problem (The Performance Crisis)
Headline: Why isn't our team working well?
Core Problem:
Our region is struggling with performance. This means low output, lots of daily
headaches, and employees who feel disconnected.
What We See (Symptoms):
●Low Results: Most employees are not hitting their performance targets.
●Daily Problems: Simple tasks are slow because of equipment or system issues.
●The Big Question: Is this about skill, ownership, or just a bad work
system/culture?
Our Goal:
To find and remove the reasons for low performance, and create a clear, positive culture
where everyone feels responsible and works efficiently.
Slide 3: How We Will Find the Issues
Focus: Finding the Real Reasons for Low Performance
Step Method / Tool What We Want to Find
1. Watch the Work Work Study (Department
by Department): Go to
different departments
(Inventory, Cash, Back-
Office) and see exactly
See how time is actually
spent. Find broken steps
and tasks that waste time.

2. how they work.
2. Ask the Team Group Talks (FGDs): Small
group discussions with
staff and managers.
Hear about daily
challenges, find tasks that
feel like a waste of time,
and check feelings about
appreciation and culture.
3. Talk to Leaders Manager Interviews:
Check the feedback given
by our managers.
See if managers are
sending mixed signals,
causing too many
meetings, or creating
unnecessary rules.
Key Areas to Check:
1.Who is taking ownership? (Accountability)
2.Too much red tape (Bureaucracy)?
3.Is the work culture holding us back?
Slide 4: Root Cause Analysis (4 Main Problems)
Headline: Low Performance comes from 4 main problems.
Problem Type What It Means What it Looks Like
1. Broken Processes Steps don't make sense,
systems are slow, forcing
people to do manual
work.
Wasting time, slow tasks,
steps that are easy to
cheat.
2. Missing Tools No proper equipment,
safe gear, or enough
space to do the job right.
Safety risks, physical
tiredness, storage areas
are blocked.
3. Mixed Messages from
Leaders
Managers giving urgent
but conflicting orders,
wasting time in long calls.
Unfair workloads, too
many long calls, everyone
thinks their task is

3. number one.
4. Culture of Fear People are scared of
losing their jobs, feel
unrecognized, or unsafe
to speak up.
Low motivation, worry
about job security, feeling
unvalued.
Slide 5: Deep Dive: Operational Headaches
Headline: Too much stock and slow systems make daily work impossible.
Process/System Challenge Why It Hurts Performance
High Old Inventory / Space Blockage Too much old stock is blocking important
back-office areas. We can't fulfill online
orders (ODFS) well because of the mess.
70-80% Stock Received Without
Hardtag
Staff waste huge amounts of time
manually fixing this. This is a non-value
task that slows down the whole store.
Replenishment Process Too Long Items run out on the floor, and it takes
too long to restock, meaning lost sales.
Drop Launch Tasks Scanning and photo upload for new
items feels like a waste of time, causing
staff to lose focus on important tasks.
Absence of Competitive Skill / Process
Loopholes
Our process allows people with lower
skills to get by, which hides the real
problem.
Slide 6: Deep Dive: Communication and Alignment
Chaos
Headline: Too many meetings and mixed orders cause confusion.

4. Manager-Reported Alignment
Challenge
Why It Hurts Performance
Very Long Calls (2 calls >3hrs for Head
Cashier)
Massive waste of time for key people,
pulling them away from managing their
teams and serving customers.
Multiple WhatsApp Groups / Strict
Deadlines
Everyone feels stressed and distracted,
always reacting instead of planning
(Urgency Culture).
Uneven Task Alignment High-performing employees get
overloaded and risk burnout, while
others are underused.
"Every Manager Wants Priority" No single leader tells the team what the
most important thing is, forcing the
employee to guess between conflicting
orders.
Roster Disturbance / Frequent Visits Makes planning impossible, creates
stress, and lowers team stability.
Slide 7: Deep Dive: Culture, Ownership & Morale
Headline: A Culture of Fear has replaced Ownership and Trust.
Culture/Morale Deficit Why It Hurts Performance
PIP Removals and High-Level Rating Job Security Issue: When people are
fired or given high-level performance
warnings often, it creates fear. People
now only work because they are scared,
not because they care.
Negative Cultural Impact The atmosphere of fear kills ideas, honest

5. feedback, and the willingness to try new
things.
"Not Feeling Valued Sometime" / No
Recognition
If hard work isn't noticed, and only fear is
used to motivate, people stop trying their
hardest. Why go the extra mile?
Ownership / Accountability Issue When people are afraid to fail (due to
high PIP use), they avoid taking
responsibility, leading to delays and
excuses.
Slide 8: Immediate Solutions (The Action Plan)
Pillar 1: Fix the Basics (Eliminate Daily Pain)
●Stock Cleanup: Start a clear, 30-day plan to clear out or move old stock.
●System Check: Fix the hardtagging and drop-launch systems to cut out manual,
wasted work.
●Get Tools: Buy basic equipment (like Loaders/trolleys) for the warehouse to make it
safer and faster for staff.
Pillar 2: Clear the Noise (Manage Focus)
●Meeting Rule: Start a rule: No conference call longer than 60 minutes. Every call
needs a clear agenda and owners.
●Priority List: Create a single weekly list of top jobs from central leadership to stop
managers from giving conflicting orders.
●Group Cleanup: Reduce the number of WhatsApp groups and move reporting to a
better system than urgent chat messages.
Pillar 3: Build Trust (The Culture Shift)
●Say Thank You: Launch a simple, public recognition program to celebrate good work
(e.g., "Monthly Star Performer").
●Fix PIP: Stop using Performance Improvement Plans (PIP) as a way to fire people. Use
it only for coaching after proper training has failed.
●Training: Invest in targeted training to help staff improve their skills, showing we
value and invest in our people.

6. Slide 9: Conclusion and Next Steps
Summary: The main problem isn't just bad employees; it's a broken system caused by
daily chaos, poor direction, and a feeling of fear.
The Road Ahead:
1.Start Now: We will focus on fixing the Basics and Clearing the Noise (Pillars 1 & 2) this
quarter.
2.Train Leaders: Run a meeting for managers about how to coach and help instead of
just commanding and rushing people.
3.Define Responsibility: Clearly tell managers who is responsible for inventory,
process fixes, and the new culture.