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Cultivating Performance !!!
Can you turn
poor performers into company assets, or should you simply fire them?
Before you decide, take time to evaluate your management approach and
the employee's capability. Then develop a plan that supports an
employee with high potential, or redirects the employee to another
employer.
Step One - Evaluate
Evaluate the employee and his job role by asking yourself the
following questions:
1)Is the job role clear? Does the employee understand the role? When
the expectations of a position are not clearly defined, you've got a
recipe for failure for both the employee and the company. When a shoe
doesn't fit, you get blisters. When an employee doesn't fit, you get
blistering performance.
2)Have you told the employee your performance expectations? Often
managers fail to communicate job expectations and performance
standards. Without an understanding and agreement of successful
outcomes and practices, the employee may proceed down the wrong path.
3)Does the employee have the willingness to do the job? People have
different levels of willingness to perform various tasks and
activities. Willingness refers to the "I will" or the "I won't" factor
in performance.
4)Does the employee have the ability to do the job? A person's ability
refers to an individual's level of competence or proficiency in
performing the task, activity, or behavior required. Ability is often
described as the "I can" or "I can't" factor in performance.
5)Does the employee's behavioral style support his role and
environment? We are born with characteristics that make up our
behavioral styles. These traits influence our ability to perform
certain tasks and sway how we interact with others. Since there are
different personal styles, we can misinterpret people's intentions
based on their behavior. For instance, someone who is naturally
social, but not naturally detail oriented, could be assumed to be a
poor performer if placed in the wrong job.
6)Does the employee have a good relationship with you, her manager? A
manager's skills can determine an employee's performance. The same
employee using the same skills and behavioral style can flourish under
one type of manager and wither under another. Factors that cause
failure include personality conflicts, poor people skills, and lack of
understanding of the role of a manager
Step Two - Plan
Now that you've assessed the factors that contribute to an employee's
poor performance, you need to develop a strategy and action plan. Your
goal is to turn a poor performer into a self-motivated, accomplished,
powerful employee. Of course, if this is not possible, then the
kindest gift you can give this employee is the freedom to find a more
fitting job.
If the employee and job role are not a match, find a better fit for
the employee within your organization. If there is none, then let the
employee go. Also, if you have not previously told your employee their
job expectations, then discuss them in a professional and tactful
manner. Also, let the employee know that you will support him and
monitor his growth.
You want employees who are both willing and able to do their job. When
evaluating someone's willingness, look for specific things that a
person says or does to indicate willingness or unwillingness. If an
employee is unwilling, you need to discover the reason for the
unwillingness and support the person in resolving it. If someone does
not have the skills to do a job, training or mentoring can increase
her ability.
Your proactive interaction with your staff is key to both their and
your success. To improve the manager/employee relationship, use a
behavioral style profile assessment tool, such as the Personal Profile
System (DiSC), to understand yourself and those you manage. Also, have
your staff take the profile. The knowledge gained from accurate
assessments promotes better communication, minimizes conflicts, and
helps develop good rapport. You will also gain insight into how to
help employees become self-motivated.
Conclusion
If you decide that the employee can go from poor to powerful
performance, then coach, monitor, and praise him. Develop a
performance improvement plan together with the employee, and help him
move toward your mutual goals. Then monitor his achievements, give
continuous feedback, and praise his accomplishments.
An accurate role description, sound hiring practices, and a manager's
ability to foster the strengths and talents of her staff leads to good
job performance at the onset. But, if an employee is not teachable,
coachable, or praiseworthy, it is time to say goodbye. By documenting
coaching sessions, problems, and performance, you will have the paper
trail that supports disengagement.
By Gloria Dunn
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