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Cultivating_Performance
| 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.
About the author:
Gloria Dunn, president of Wiser Ways to Work, is an
organizational behavior specialist, consultant, trainer, and
speaker. Check out her free tipsheet: "5 Ways to Attract and
Retain Top Talent," and sign up for her "10 Management Tips"
series on www.wiserwaystowork.com. Gloria can be reached at
415-459-4843 or mail to: gloria@wiserwaystowork.com.
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