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Casual Articles - Performance Management - Getting The Most Out of Your Employees
You walk into a room full of strangers. Your eyes scan the room briefly. You choose someone who feels likely to connect with you and walk over.What has happened here? How do you know who to talk to? The usual term is “sizing up” and those who are good at it prosper in their business pursuits. In this sizing up process we rely on our intuition, our “gut feelings” more often than not. But what causes these gut feelings?The Beach Boys weren’t wrong when they sang about Good Vibrations. Scientists have discovered the molecules
- what needs to be achieved throughout the year
- what data or information (evidence) will be used to me
A managers job in the workplace is to convey meaning in the actions of their employees, and they are looking for certain attributes during the interview process that you should know about. First, most managers love employees that agree with their point of view. This dangerous fundamental emotion is a basic human feeling. We all want our point of view to be understood.As a new employee looking for a job you can attack this one of two ways. You can either agree with your boss and risk the organization or department of xyz comp
In it’s simplest form, performance management is a common sense set of discussions that make sure people are clear about what they need to do, have the support to do it and get open and honest feedback on their performance.
Any performance management process should answer 4 important questions for your employees:
· Direction: What do I need to do and how well?
· Feedback: How am I doing?
· Rewards: What happens when I do well?
· Support/Development: What happens when I need/want help?
Lets look more closely at each of these:
Direction
Employees are not mind readers. Just because it is clear to the manager exactly what is expected, doesn’t mean the employee has the same understanding. Having a detailed discussion about exactly what the job requires and any specific priorities is the first step in good performance management. Key points to cover include:
- what needs to be achieved throughout the year
- what data or information (evidence) will be used to mea
One of the biggest dangers of each and every worker is violence in his workplace. Workplace violence is defined as any incident in which a person is abused, threatened or assaulted in a circumstances relating to their work. There are 2,000,000 acts of assault in the workplace yearly, not even counting rapes and sexual assault, or murder. And those are the acts of violence that are reported. Her are some ways to keep violence from happening.Both the employer and the employee have an interest in reducing violence at work. For employers,
Any performance management process should answer 4 important questions for your employees:
· Direction: What do I need to do and how well?
· Feedback: How am I doing?
· Rewards: What happens when I do well?
· Support/Development: What happens when I need/want help?
Lets look more closely at each of these:
Direction
Employees are not mind readers. Just because it is clear to the manager exactly what is expected, doesn’t mean the employee has the same understanding. Having a detailed discussion about exactly what the job requires and any specific priorities is the first step in good performance management. Key points to cover include:
- what needs to be achieved throughout the year
- what data or information (evidence) will be used to me
If you want to know more about innovation, it is sometimes useful to observe other organizations. To dig into the world of those organizations that are quite the opposite of innovation and learn more about those forces that are required to conserve. And not without a reason...One of the most conservative organizations is the Roman Catholic Church. It is one of the oldest organizations in the world, and one with a track record of resisting change. One of its main functions could be defined as conserving the interpretation of the bible in
· Rewards: What happens when I do well?
· Support/Development: What happens when I need/want help?
Lets look more closely at each of these:
Direction
Employees are not mind readers. Just because it is clear to the manager exactly what is expected, doesn’t mean the employee has the same understanding. Having a detailed discussion about exactly what the job requires and any specific priorities is the first step in good performance management. Key points to cover include:
- what needs to be achieved throughout the year
- what data or information (evidence) will be used to me
In case you haven't studied the recent correlation between the economy and restaurant turnover, here are a few items to get you off easy street. Though millions of jobs have been lost over the last 2 years (increasing applicant flow), restaurant jobs continue to increase. The employment numbers have allowed people to breathe a sigh of relief. After all, it's easier to hire now than in years past.But, people are hanging around due to uncertainty. The minute the economy heats up, people will move…unless they are connected to their boss an
- what needs to be achieved throughout the year
- what data or information (evidence) will be used to me
Every major business prepares one.How about you?That is, do you prepare an annual report on your life?Why?Because it keeps a record of what you did and what happened. Because it will make you think about what you want to do with the next year. And because it will help you make plans so that you can achieve the success that you dream about.All in all, it's a powerful planning tool.Here are five areas to include:1) What are the highlights of your personal life during the past year? What special ev
- what needs to be achieved throughout the year
- what data or information (evidence) will be used to measure performance
- the key actions needed to achieve the desired outcomes
Both parties should have a written record of this discussion either in the form of a job description or a set of specific objectives for the next 6 or 12 months. Written documentation leaves little room for misunderstandings or confusion between manager and employee about the expectations of the job.
Feedback
Observing the performance of your employees and providing feedback about it should be a routine part of the performance management process. Feedback is most effective in making a difference in work performance when the employee has confidence in the basis of that feedback. And you as the manager will be more confident if your feedback is based on information that you can support.
For this reason the most useful feedback should be based o
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