Monthly Archives: July 2015

Managing Performance 4: Getting Work Done Effectively

A key managerial role at every level is guiding and developing employees. The performance and success of your staff is the key to your own success. Your ability to build trust with your staff and to keep them actively involved in the company’s and their own success will improve your own and your work unit’s productivity. Research shows annual performance appraisals have no significant effect on individual productivity. What does work is an interactive program where manager and employee meet regularly to discuss work plans, performance, expectations, problems, and goals.

The best leaders have constant check in with their employees and inherently understand how to balance a team to focus on the “we” and the “me” — they have a pulse on their workers so that everyone has a sense of how to make the team work together towards a common goal (focus on the “we”) but to also balance the individual so that each worker knows that they are playing to their talents and strengths (focus on the “me”.)  Marcus Buckingham, SHRM2015

Tip 1. Work Planning and Standards

Work planning underlies much of a supervisor’s and work unit’s effectiveness. It is important to ensure work is completely effectively, on time, and within allocated resources. Standards are the established expectations on how work will be done. These are also often driven by the demands of customers, regulatory/industry or ISO standards, and the need to create a consistent environment for achievement. They include:

clearly identify expectations for performing the work
specify requirements and minimum levels of acceptable performance
define accountability
provide reference points for measurement
support improvement efforts and excellence

Tip 2. Manager Defines Work Objectives

A manager’s role in work planning is to establish specific work goals and measurements which enable the work unit […]

By |July 28th, 2015|Performance Management|Comments Off on Managing Performance 4: Getting Work Done Effectively

Managing Performance 3: Delegating Work

Delegation involves entrusting the work and goals of your unit to others – a passing on of authority. While simple tasks are included early on, effective delegation also includes work that involves independent action, decision-making, and the ability to change as the situation demands change without referring back to you.

This means you must ensure that the person you select to do a job:

knows what you want
has the authority to achieve it
knows how to do it

To do this requires, first, that each team member has all the relevant information flowing in as needed. Second, you must allow them to exercise control on your behalf which means you must train your staff to apply the standards you do.

Delegating successfully depends on knowing your team members well. You start small with tasks which can be done by the person with a little ‘stretch’ and then add tasks as the person achieves success. This presents the person with the opportunity to use their knowledge more and to increase their knowledge and skills in a supportive environment. Further, you must set up a progress reporting process at the onset so that you have the knowledge you need to provide support and feedback – as well as to keep you comfortable enough not to destroy the process.

When you delegate, you need to be clear on what results you expect. While ineffective, many managers delegate a task and then expect the person to do it exactly as the manager would. This does not usually result in effective delegation since it does not allow the person to develop their skills or learn from the process. In fact, your way may not always be the most effective way either. So be clear about […]

By |July 17th, 2015|Performance Management, Smart practices|Comments Off on Managing Performance 3: Delegating Work

Managing Performance 2: Orientation for Success

When a job offer is accepted, the individual begins a period of transition which is critical in setting the tone for success. Research indicates that most people start a new job with enthusiasm and a very positive view of the company and the job opportunity. They want to succeed and grow.

Management failures in both hiring and the first few months are directly responsible for most attrition within the first two years. Yes, and for most performance problems as well. You can avoid many problems with an effective hiring and orientation process. Once you have hired someone with the right skills, attitude, and abilities, you control most other success factors. These factors are knowledge, tools, and motivation.

Smart employers begin supporting the new employee before the person starts. You should make arrangements for the tools the person needs so that all are available when the person starts work. These tools includes work space/facilities, equipment, materials, and information on important procedures and practices.  You may want to send required paperwork out to the person before they start so that they can fill it out and bring it with them on the first day and minimize that aspect of orientation.  Staying in touch, especially if it will be 3-4 weeks before the person starts, also can be done with a few quick interesting texts or emails.

Inform other employees of the new person’s function and background so that they are prepared to welcome and assist the person. You should introduce the person to other employees as quickly as possible after the person starts work. Start with the immediate co-workers and then others in the organization with whom this person will interact.

The smartest way to help develop a successful employee […]

By |July 9th, 2015|productivity|Comments Off on Managing Performance 2: Orientation for Success

Managing Performance 1: What’s the Process?

The goals of any performance management process or system are productivity, continuing improvement, and accountability. If you are hiring effectively, most employees want to contribute and succeed in their work! Founders, executives, and managers play key roles in ensuring that individuals have the skills, tools, support, and knowledge to do so.

Performance management is an on-going work routine designed to help ensure that each person becomes and remains a highly productive, effective contributor. It is a cycle which includes action from orientation through termination.

There are nine discussions which have been shown to have a major impact on productivity. These are:

Orientation to the work unit
Initial work assignment discussion
Orientation follow-up
Agreeing on work assignment plans and measurements
Career coaching
Recognizing consistent progress
Recognizing above-average performance
Counseling and correcting substandard performance
Regular,on-going performance discussions

Note that some of these are relatively formal, scheduled discussions.  Others can be ‘catching the person doing something well’ and saying so, on the spot skill coaching or advice, or other less formal communications.

New employees want to know about the overall business and where and how they fit in. Providing the information they need to succeed, as in the first three above, helps convey your expectations clearly and provides a blueprint for success.

Discussing and agreeing on work assignments affects the individual’s sense of positive involvement. It gives both of you an opportunity to address issues and clarify expectations. When work plans in whole or in part are developed jointly, the risks of misunderstanding and poor performance are reduced. Realistic standards are more achievable. So is success for you both and for your company!

Career coaching involves providing information and feedback. It includes ‘how to succeed here’ talks, discussions of the individual’s goals, as well as future plans of the organization so that an […]

By |July 5th, 2015|Smart practices|Comments Off on Managing Performance 1: What’s the Process?