Manage work place performance constructively

Managing workplace performance is a problem for both large and small businesses and probably the most frustrating area to “get right”

Quite often this area is not addressed constructively because Managers, Business owners do not know how to confront the situation constructively and there are no key performance indicators and measurements in place.

By allowing employees to continue getting away with unsatisfactory work performance because it is “too hard” to manage can infect the whole work area and eventually impact on the entire organization.

Successful companies that are growing manage performance effectively. They encourage poor performers and assist them to improve, reward and recognize excellent performers and exit poor performers who do not respond to training, encouragement and guidance.

Employee work performance is based on whether they have the skills to do the job, want to do the job or if they have the freedom and permission to do the job.

Employee work performance is based on whether they have the skills to do the job, want to do the job or if they have the freedom and permission to do the job.

The skills to job specification is important. Most new employees need training on new systems, process and standards that are unique to the company. If the recruitment process is followed and the skill level is in line with the job specification, work performance is likely to be high.

Many instances of poor performance are because the employee does not want to do the job they are doing. They have the skill however it may be that they have been doing the job too long, the job may have been misinterpreted or misrepresented in the recruitment process or they may not be responding to the management style.

When reviewing employees on poor performance, if there are clear key performance indicators and measurements in place, confronting the issues becomes easy. The conversation deals with the issues rather than with the personality.

If the induction process into the company is not managed effectively, poor performance is often the result. Lack of encouragement and reinforcement is quite often a catch cry with employees which creates the attitude of “why bother.”

The following is a four step management process for a new employee covering the steps which lead to a successful interdependent employee who is happy in their job and feels appreciated.

The four steps are Tell Time, Coach Time, Delegate Time and Interdependent Time.
Most people need to know how they are doing. Good training is giving reinforcement for what people are doing right as apposed to what they are doing wrong. I call this method “stroking”

Tell time can last up to three months. This time is primarily dedicated to telling the new employee “how it is done here.” During this time the strokes should be encouraging comments on how well the employee is picking up on your systems.
(Reassuring strokes)

The next period is coach time. Coaching is allowing the employee to make their own decisions with you holding their hand. Instead of telling them what to do you ask them what they would do. This is beginning to ensure that the employee is thinking for themselves. During this time the coaching strokes become specific on the successful outcomes on their performance. (Complimentary strokes)

The third period of management is delegate. This is where you delegate their role/tasks. Key performance indicators and measurements are imperative at this time. The employee needs to be clear on your expectations for the end result and let them go. The strokes that are important with this area are reward strokes. It may be a rise in pay, a dinner voucher, a thank you note, or a bonus structure. State specifically what the reward is for. (Reward strokes)

Fourth period is Interdependent.  This is when the employee is trusted and let go to get on with her/his job and measured on their performance indicators bi annually. When this area is achieved another stroke needs to be added to the reward stroke and that is a time stroke. Many successful employees are largely ignored and taken for granted in an organization. Managing people is like being a parent. If you ignore a child for too long they do something to attract attention and quite often it is negative behaviour. The same will happen with an interdependent employee who is not acknowledged personally. A time stroke is simply spending time with that employee alone. Single them out for a lunch or a coffee off the premises or invite them to a sporting activity. (Time strokes)

When all fails with performance after the right induction management process has been carried out, the exit process must begin immediately. The sub-standard performance must clearly be pointed out to the employee. Suggestions and guidance must be given on how to improve. Reasonable time should be allowed for the employee to improve and achieve the required standard.

How substandard performance is addressed in an organization sends a message to all employees on what is acceptable to management. Make sure the message that is given to all employees is that poor performance is unacceptable and will be dealt with. Do not become a slave to your weakest link!