Improving Employee Performance

Views:
 
Category: Education
     
 

Presentation Description

No description available.

Comments

Presentation Transcript

Ten Keys to Improve the Employee Performance : 

Ten Keys to Improve the Employee Performance Prepared by M. Pandian, B.E., Retired DE, BSNL, Salem 1

Slide 2: 

As a manager or owner, simply telling your employees “we have to be more efficient” won’t motivate them. Saying, like wishing, doesn’t make it so. You have to be a mentor and coach to get the most out of your employees — all of them. Role of a Manager / Owner 2

Question of Time… : 

Question of Time… You say you “don’t have time for that”? Well, do you have time for inadequate performance? Do you have time to replace and train a replacement? Time to acclimate them to the “company way”? Time to recoup the investment you’ve already made or the experience? The wisdom? 3

Slide 4: 

Poor training? Inadequate equipment? Time pressure? Lack of priorities and/or organization? Poor communication? Lack of motivation? Are the employees performing at a satisfactory level? If not, could that be due to: 4

to determine if better coaching will address them.Let us discuss 10 Keys to improve the performance of the employee : 

to determine if better coaching will address them.Let us discuss 10 Keys to improve the performance of the employee Analyse the reason(s) for the employees’ underperformance 5

1. What, When, and Why : 

1. What, When, and Why Does the employee know what to do, when to do it, and why? If not, you need to tell (maybe even show) them. 6

What ? : 

What ? No one likes to waste time on irrelevant learning courses. 7

Why ? : 

Why ? When people commit their time to a course, they want to know why it’s important and then what they’re expected to do with this new information 8

Slide 9: 

When ? It is ability of the Manager to decide the timings to share with your employees 9

Slide 10: 

2. What is the standard of performance and how does the employee measure up to it? 2. What is and what should be ? 2a. Does the employee know what the standard is? 3. You have to let them know clearly what’s reasonably expected of them. 10

Slide 11: 

3. Communicate Does the employee know his/her performance is not meeting the standard? You need to let them know. 11

How is it Possible ? : 

How is it Possible ? Yes ! Japanese are doing this. Watermelon is originally round and circular, square watermelon was invented by the Japanese farmers to save their space of the refrigerator. Square watermelon isn’t genetically modified watermelon. As it turns out, the watermelons themselves are entirely natural. Farmers insert the melons into square, tempered glass cases while the fruit is still growing on the vine. 12

Slide 13: 

Yes, Communicate your requirement Properly. Anything is Possible. Nothing is impossible 13

4. Training : 

4. Training 4. Does the employee have the skills needed to do the tasks required of them? If not, you need to invest time in training to get higher performance in return. 14

Slide 15: 

15

5. Realistic Expectations : 

5. Realistic Expectations 5. The standard of performance Is it reasonable? What’s it based on? Is your standard current? Stretch goals are fine…as long as they’re fact-based. It takes time and practice to get good at something, and people should be encouraged for what they do accomplish. 16

6. The Butterfly Effect : 

6. The Butterfly Effect 6. What impact does substandard performance have on the rest of the organization? The employee may need to be reminded of his/her place in the firm, their relationship — direct and indirect — to everyone else, and how inadequate performance affects other people and processes. 17

What exactly Butterfly effect ? : 

What exactly Butterfly effect ? A small change at one place in a complex system can have large effects elsewhere, The small differences in the initial condition of a dynamical system may produce large variations in the long term behavior of the system. ... The Butterfly Effect that “Change one thing, Change everything”. 18

Slide 19: 

Your actions have value far greater than Silver or Gold 19

7. Ample Resources : 

7. Ample Resources 7. Does the employee have enough (time, money, materials, etc.) to get the job done? You have to see that they do. 20

8. Performance Hurdles : 

8. Performance Hurdles Is something beyond the employee’s control affecting his/her performance? Substandard machines and tools Poor environment Mental distortion Is there something you, the employer or manager, can do to help? 21

9. Positive Feedback : 

9. Positive Feedback Are the employees being “rewarded” by having more responsibilities heaped upon them? “You did this so well, we’re going to give you more” can be as damaging as “You stink!” 22

Giving Feedback : 

Giving Feedback Feedback should be: Positive, constructive and corrective Clear and concise Delivered as soon as possible after the action for which it is being provide. Use the sandwich approach: Positive feedback (what they are doing well) Corrective feedback Positive feedback (actions for improvement)

10. Motivation : 

10. Motivation Is the employee’s heart in the job? If not, more training, better equipment, and more resources (like time) aren’t going to solve the problem of poor performance. Something else is needed, that is Motivation 24

10 Questions for analysis : 

10 Questions for analysis Does the employee know what to do, when to do it, and why? What is the standard of performance and how does the employee measure up to it? Does the employee know his/her performance is not meeting the standard? Does the employee have the skills needed to do the tasks required of them? The standard of performance is it reasonable? 25

10 Questions for analysis : 

10 Questions for analysis What impact does substandard performance have on the rest of the organization? Does the employee have enough (time, money, materials, etc.) to get the job done? Is something beyond the employee’s control affecting his/her performance? Are the employees being “rewarded” by having more responsibilities heaped upon them? Is the employee’s heart in the job? 26

Slide 27: 

27 Now, let’s say you’ve analyzed the situation and have come to the conclusion. If all the answers are positive, your company’s performance might have been alright If not, something is to be done. Necessary coaching will help turn the employee’s performance around Here’s how you might go about the situation shall be discussed next… Findings

Slide 28: 

28 1. Hold the coaching session in private Nobody but the two of you need be involved Be warm and courteous Remain calm and keep a positive attitude

Slide 29: 

29 2. Clearly state up front the reason for the session Don’t be blunt, though Say “I’d like to discuss (XYZ)”, rather than “I need to talk to you about your recent performance problems.” You want to engage them, not talk at them.

Slide 30: 

30 3. SHOW YOUR CONCERN FOR THE PERFORMANCE ISSUE Example: It looks like we’re not following up with customers as quickly or as thoroughly as we should. We used to get back to 80% of our customers within 10 days of their purchase. Now it’s more like 10%. Focus on the problem, not the person.

Slide 31: 

31 4. Describe the ways in which the performance issue affects others (including you) Example: “When we don’t follow up with customers in a timely manner, they probably feel like we don’t care about anything but their money.” Emphasize “we” and “the team”. Putting the focus entirely on them only deepens the sense of isolation they already feel.

5. Acknowledge the employee’s side of the issue…and listen : 

5. Acknowledge the employee’s side of the issue…and listen Regardless of whether the employee apologizes, rationalizes, promises to do better, etc., hear them out. They may have a valid explanation (like that they’re overworked — you might do more with less but you can’t do more with nothing). Remember: There are always at least two sides to every story. 32

6. Get the employee’s input on how to improve their performance : 

6. Get the employee’s input on how to improve their performance Ask, “What can be done to improve our follow-through with customers?” There may be some beautiful gems hidden among their thought nuggets – help them find those gems. After all, they’re on the front line every day, so they’ll have insights you won’t. 33

7. Discuss possible solutions : 

7. Discuss possible solutions Work with the employee to develop a number of potential solutions to the performance issue. Make use of the employee’s ideas and offer guidance, but don’t take over the project. You’re a coach, not a critic.

8. Agree on a solution and actions to take : 

8. Agree on a solution and actions to take Identify what you both think is the best solution. Agree on how to arrive at the solution and on reasonable deadlines. Be clear of your intent – that you want status updates so you can help them, not because you get any joy out of “riding” them. Be sure to put the action plan in writing and make sure you both have a copy. 35

9. Check on the employee’s progress and continue to get their feedback : 

9. Check on the employee’s progress and continue to get their feedback Give them additional guidance and reinforcement. Don’t hover around them constantly. Just make sure that they’re not stuck on something. If they have ideas on how to improve the process or the result, listen and evaluate. If they have a good idea, let them run with it. 36

10. Give positive feedback for positive results : 

10. Give positive feedback for positive results Every time the employee meets a deadline or hands in a “deliverable”, give them a sincere “Good job!” Don’t say, “That’s more like it”, or “You should’ve been doing this all along.” Remember — even star employees who are strongly self-motivated can use a sincere pat on the back…or a handshake…or a shout-out. So, you can imagine how an employee who’s been struggling will benefit from quality feedback. 37

Conclusion : 

Conclusion You know how good it feels when someone takes you under their wings. Give back what you got. Now it’s time for your feedback. Tell me what you think at: bsnlpandian@gmail.com 38 Thanks for Listening

authorStream Live Help