PROBLEM EMPLOYEE – OR GREAT ONE WAITING?

English: emperform

Dealing with performance issues is a critical component of any founder or manager’s job. Since this often involves conflict and difficult emotions, many people put this off. That often means they do not deal with problems until it is too late to effective solve them. Firing and replacing staff is disruptive and expensive at best. Often you can avoid getting to that stage by more effective performance management.

Remember: your success is directly related to the performance of your staff.

What causes inadequate performance?

Far too often, it is failures in the system rather than the person. Management experts from Peter Drucker on, list the most common causes of inadequate performance as:

* employee does not know what is expected
* employee does not know how to do the task
* work processes interfere with good performance
* feedback on actual performance quality is not given to the employee
* there is negative consequence for good performance

These issues must be addressed first if they exist. It starts with hiring the right person for the right job. Orientation to your workplace, systems, and expectations is important too. Looking regularly at how your processes and systems work  to see that they are efficient for your current needs is vital. And so is regular performance feedback.

When an employee does not perform to expected levels, you can succeed in improving the person’s performance if you address the issue as quickly as it is first identified.

Here are some basics on how to do this well.

* accurately identify the problem and the behavior change you desire
* give specific details of the behavior that creates the problem and the impact of the problem on the function or business
* involve the employee and ask for his/her solution

Once the employee has accepted responsibility and you have a mutually agreed plan, be sure you follow-up to ensure it is working well.

On a regular basis, you can create the conditions that help all your employees succeed by your own behavior and practices.  Demonstrate your commitment to helping employees succeed by actively soliciting their ideas for improvements and by encouraging them to grow and develop their skills.  Model the behaviors you expect.  Provide on-going feedback on results.  Say ‘thank you’ when you mean it.

There are many ways to improve your ability to manage people effectively.  Learning to communicate effectively and managing performance are critical first steps to your success.

Join us November 6, 2012 for a Brown Bag lunch on how to handle termination of employment issues effectively.

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Start Smart: Creating Great Performance

Small Business Human Resources - Great Employee Performance ManagementThe smaller your organization, the more important each person in it becomes. Think a moment – what would happen if you just lost $5,000 or $10,000 tomorrow? Yet hiring and retaining the wrong person can easily cost you that in lost opportunities or time or energy quite quickly.

So, how do you ensure your staff are terrific assets?

Start with your hiring process. New companies often hire family and friends because they are ‘comfortable’ with such people. Small organizations often think of people as an expense to be minimized, rather than an investment in your success and future.

Look carefully at how you design a new job and hire for it. You do not need an elaborate job description or expensive search process. You do need to be very clear about the work that needs to be done and the experience, attitude, and knowledge actually needed to do it well. Where will you find such a person? How will you know? What will you pay for?

Many of us lose valuable employee productivity from the start, through bad assumptions and poor planning. Your new hire checklist – mental or written – probably focuses on things like keys and payroll and forms.

What you need is a new hire checklist that ensures you:

1. Reinforce why you hired the person: say what you saw in their experience, attitude, and knowledge which demonstrated their value to your organization.

2. Explain the basics of ‘how we work here’. What are your organization’s common habits and practices that a new person needs to know?

3. Define your vision and goals and relate to the person’s specific job.

4. Set the standards for behavior and high performance at the beginning. Have the materials and equipment each needs and someone to train them on any company specific processes. Be clear in explaining what the person needs to know to successfully do the job. State your expectations in terms of daily activities or weekly accomplishments. What goals do you want achieved in the first 3 months? 6 months? What standards does the person need to meet? Do you expect all calls/email to be answered within one business day? All customers to be greeted when they enter your store? Be clear about all those details.

5. Talk about how you like to work. If you expect employees to bring up problems immediately, say so. If you want them to try to solve the problem first or bring you a proposed solution, tell them. Do you do a weekly staff meeting or scheduled individual meetings? Do you prefer written or oral reports? Are you calm and deliberative? Creative and outgoing? Tell new people.

Not there with current employees?

You can change. Define your own processes and expectations and clearly communicate them to existing staff. Then, as you grow, do so with each new hire too.

Now, of course, the reason this does not happen all the time is that many of us expect others to know and understand our goals and standards. Magically, without our having to do the work ourselves to clearly define and articulate them! So your own performance is the first person’s to sort out.

But the value of doing so is an immediate boost to productivity and performance in your organization. Your staff will know how to succeed and how to help the organization succeed.

Patricia Frame is an experienced management consultant, speaker and author on human capital issues. Ms. Frame founded Strategies for Human Resources in 1993 as a consulting firm specializing in meeting the human resources needs of small to mid-size organizations.