Summary
Note that the same or similar employee performance trouble occur again? Ever wondered why? You talk to all parties involved. You make changes, they say they want. You agree to some wage increases. Three months later, nothing has changed.
It is not what it seems
One problem, namely the so-called “problem people”, occurs in the workplace. We know there is a problem, because someone or something is not “working.” We are losing time and money because we do not cause the “not working” of the directionally.
Tales typical
* You agree to special off-site training, because people can not operate a machine properly. The employee will, you will learn how he has learned. Within four weeks, it makes no difference at work.
* Two of your employees simply “not set”. You talk to them individually and collectively. You agree not to “make good”. Two weeks later they are back “at each other throats.”
* You have difficulty recruiting and technical specialists. You agree to an expensive consultant and serious attitude. They promise to attract quality candidates. People they send are not better than their processors. You still do not have specialists in urgent need. And you spent a small fortune in fees.
* 50% of all complaints are a single product. They have endless meetings with all affected managers and employees. You agree to new procedures to remove the complaint. Six weeks later, have reduced symptoms, but only by 10%
* You have a young graduate who is intelligent, conscientious and keen perception. It is popular with other employees. But it seems an almost unlimited ability to have angry customers. They advise that you have a customer relationship training. There is an immediate improvement. But it does not last.
* A sensible, long-term staff is always with you his problems. He is hardworking and loyal. No matter how often you have it on “part of the answer, not part of the problem” question, he seems to need constant reassurance.
Irritation
I’m sure you have some examples of your experience. You can no major problems. But they are irritations that could give you.
Why is it?
Let me tell you why this is so. That’s because we spend a lot of time, rather than resolving the symptoms, to avoid problems. We clutch at the end “solution” short instead of long-term resolution.
Act now
Take a few minutes. Write one or more, irritation of the power of the people you want to disappear forever. Want one for each, write down exactly what to arrive to replace what is happening now. Be as specific as possible. Remember, this is the performance of which we speak. Make sure you describe the performance that you do not want the power that you do. Next, specify how you decide that the power is a reality. Then set a time for evaluating success.
For example, a
Let us assume that the old and the young Eddie Jack in the shipping industry “do not agree.” It is not enough to say, “to improve the relationship between Jack and Eddie. What you might want to” no further delays in the delivery of orders due to differences of opinions of Jack and Eddie. “Can be your measure of success” will be reduced within 30 days of delivery delays of at least 75%.
Example 2
Let’s say it’s the only product that seems to create so many problems. Their goal is not to stop the complaints. Your goal is to improve the quality and function of the product and the complaints by 90%. This may be a greater long-term project “to reduce discomfort” would be. You have to eliminate all that the customer is complaining. This reduces discomfort.
Example 3
In the case of loyalty, diligence staff, could be your goals: “to ensure that Jerry recommends a course of action whenever he comes to me for advice and reassurance.” They still have to develop new solutions, Jerry and refuse to accept his problems.
Symptoms or problems?
You see, we spend “fix” a lot of time things, not the symptoms of problems. Therefore, they are back to irritate us and increase our stress come. And so, after a while we begin to believe that there is something “we just have to live with it.”
The Essential System
First Notice what happens now that this is unacceptable.
Second Write what you want to happen in terms of job performance: The performance goal you seek.
Third Identify what causes “what happens now.”
4th Notice how you measure success.
5th Set a deadline for the measurement.
6th Introduction of measures to solve the problem.
Other options
Once performance goals up to replace the people’s problems, you are considered capable of broader-based solutions: incentives, re-designed systems, technology improvements autonomy of workers is even greater. It is difficult to consider this when you are on a “problem people”.
It’s about power
All the examples I mentioned – and you’ve added – impact on performance. These are the performance problems you must solve. In most cases, if the performance goal is achieved, the symptoms that bother you. At least they will stop affecting a severe negative impact on performance. Jack and Eddie can never be friends. But if each command is sent successfully on time, it will not matter.
Completion
There are employees who have difficulty adapting to the environment. Make sure you recruit people who fit your culture. But remember that your first concern should be the power, not the behavior of employees. Most poor employee behavior requires a solution based on their performance.
About this
Leon Noone helps managers in small to medium-sized enterprises, the performance of staff in the workplace to improve without training. His ideas are quite unconventional. Read her free special report “49 Tips for removing employees Apathy, anger and resistance in your company.” Just visit http://staffperformancesecrets.com/ and invite your free sample copy.
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