High-performance cultures and strong business results tend to go hand in hand. When organisations foster a culture of meaningful employee engagement, build strong teams, and nurture talent, the returns are reflected directly in growth and the bottom line. Done right, investing in people and performance also underpins being a Great Place to Work.
Seetec, recipient of the high-performing culture award, is an employee-owned company that delivers public employment services as an Intreo Partner for the Department of Social Protection, in centres and outreach locations across the top half of the country. Seetec employs about 130 people and has been Great Place to Work - Certified for more than five years
“At Seetec, we believe a high-performing organisation is one where strong, consistent results are delivered through engaged, capable, and motivated teams,” notes Sophie Finglas, senior HR business partner with the organisation. For Seetec, this means creating an environment where excellence is clearly defined, supported and recognised. “Our high-performing culture is built on clarity for colleagues on what is expected of them and how it aligns to our commitments to our Government commissioners and our service users,” Finglas adds.
Seetec’s operations director, Noeleen Nannery, points out the organisation invests “significant time” in managing its performance tools. They have also introduced “reward and recognition” and excellence models within Seetec, that are run with a “high degree of focus and oversight from the senior leadership team”, she says. This is a core differentiator for the organisation, but it can be intensive.
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“Managing and maintaining a high-performance culture is hard work, there are no shortcuts for anyone,” Nannery admits.
Regardless, the approach is endorsed wholeheartedly by employees, who offer consistently positive feedback. In the Great Place to Work Trust Index survey, Seetec received an 87 per cent positive score from employees asked if they agree with the phrase ‘I feel I make a difference’ and the same percentage agreed that, ‘My line manager gives me regular feedback on my performance’.
Quality of connection
For Seetec, it’s less about expensive programmes, and more about consistency and the quality of human connection. “We ensure we model what best looks like, on our best people, so it’s achievable and tangible for others to see,” Finglas adds. Yet the organisation does view it as a priority to invest in training their staff, and are currently investing in QQI-accredited training to support the ongoing professional development of its teams.
“Our colleagues play a direct role in the outcomes we deliver for clients and communities. By investing in their development, recognising their contribution and giving them clarity on how their performance impacts the wider organisation, we have created stronger alignment between individual effort and organisational success,” Nannery explains.
“Over the last couple of years, our Great Place to Work survey results and exit discussions highlighted a clear message from colleagues: people wanted greater opportunity to progress within their careers and grow their earnings,” Finglas adds. “We listened carefully to that feedback and began designing a retention and performance programme that would directly address those concerns whilst factoring in our flat structure and limited promotion opportunities.” This led to the development of Seetec’s Excellence Programme, launched in April 2024, which uses a balanced scorecard approach managing and rewarding performance across four areas, including service, teamwork, quality and results.
“Operating within budget constraints means being very deliberate about rewarding on merit, which in turn delivers the greatest impact,”says Karl Milne, Seetec’s executive director.
Indeed, Milne believes the “secret sauce” to driving a high-performance culture is ensuring that it is accountable and merit based. “It requires transparency and a willingness to have tough conversations at times; however, it delivers clarity, ownership and consistency,” he asserts, adding that employees gave an 80 per cent positive score in response to ‘My performance is fairly evaluated’ as part of the most recent Great Place to Work Trust Index.
Competency-based model
Medical technology company B. Braun Medical has been a member of Great Place to Work for more than 10 years. The organisation has recently transitioned to a competency-based model to drive what they call “a high-performing, future-ready culture”.
Michelle Bonner, head of HR Ireland and global head of people development, attributes B. Braun Medical’s ability to operate as a high-performing organisation to its clear leadership direction and mission-driven strategy.
“From a B. Braun Medical perspective, a high‑performing organisation is one that consistently outperforms by demonstrating agility, a strong organisational culture, strategic clarity, and continuous investment in people,” she says. As with Seetec, Bonner believes a supported workforce underpins these achievements. The organisation prides itself on a strong feedback culture, she adds; employees know where they stand, what they’re doing well, and where they can develop.
“A key indicator of our high‑performance culture is our positive and engaged workforce, highlighted in our recent Great Place to Work results, where we achieved a Trust Index of 83 per cent, demonstrating strong employee confidence in leadership, culture, and direction,” she says.
Managing director Liam Ferguson agrees, noting that B. Braun Medical received a 95 per cent score for “pride in the workplace” from their employees.
“Our employees’ dedication and commitment have been instrumental in bringing our vision to protect and improve the health of people across Ireland to life,” Ferguson says. “It’s clear our employees take pride in what they have accomplished in the name of B. Braun Medical and their unwavering contribution and loyalty are the foundation of our success.” The competency model supports clarity, accountability, and excellence across roles, he adds.
As a result, a high-performance culture is inextricably linked with the organisation’s growth ambition. “We try to create a workplace that is a great place to work not just an easy place to work,” he notes. “We believe professional growth and our best experiences in the workplace come when we are challenged outside of our comfort zones.”
The organisation is keen to foster a growth mindset where teams are encouraged to engage in open discussions, give and receive feedback, and seek out different viewpoints. “The best solutions invariably come from strong arguments and inclusive thinking,” Ferguson says.
Bonner agrees, pointing out that B. Braun Medical’s continued success is “no accident”.
“Every year, our product systems and services positively impact millions of patients’ lives and their families throughout the island,” she says. “We succeed because our purpose is clear, our culture is strong, our people are engaged, and our leadership is aligned behind a long‑term mission.”
