Archive for employee performance
Talent Management – Grooming Your Best
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Talent Management – Are Annual Appraisal Results a Good Indication of the Employee’s Ability to Do Higher Level of Work?
By Lois Moncrief
Problem: Companies want to retain their best employees and prepare them for future top jobs in the company. It costs money and is a long term commitment to train and mentor these “high potential” employees. Therefore, companies are looking for ways to make the “first cuts” to limit the group to the most likely to succeed. Some companies use the results of employee annual appraisals to decide who is included in the first cut.
Using Annual Appraisals to Decide First Cuts
Some recent findings (Source: “How to Hang on to Your High Potentials”, Harvard Business Review, October 2011 p. 76) indicate that annual appraisals can be used to make the first cut in deciding who is considered a high potential.
On the surface this would seem to be a good starting point.
However, ability to do one’s current job well is not necessarily an indication that one can do a different, higher level job well.
In addition, the following variables could add to the difficulty of using the annual appraisals to decide that first cut:
-
Do all possible high potentials have the same manager
evaluating them using the same performance standards for each? -
Do all possible high potentials have the same job
description and the same performance standards? -
Are the performance standards of possible candidates
“subjective” (frequently vague with plenty of room for management
subjectivity) or “objective” (numbers that are hard to discpute? -
Is each manager truly objective and fair or does
he/she allow his/her biases and preconceptions to influence his/her
evaluations of each employee?
Using annual appraisals as one of the factors used to determine a first cut may be of some value. However, I would take this a step further rather than relying so heavily on the annual appraisals.
Note: USA Today Snapshot on September 27, 2011 “Are annual performance reviews an accurate appraisal for employee’s work? 61% say “Yes”; 39% say “No”
Source: Globoforce/Society for Human Resource Management survey of 700 human resource managers
Another Valuable Factor for Consideration
Here is my suggestion for another valuable factor for determination of first cut:
Give special short term assignments such as projects and leading teams to all qualifying candidates.
Give all interested and qualified candidates temporary assignments where they are leading teams on short term projects lasting 1-4 months. This gives each qualified candidate the opportunity to demonstrate his/her ability to perform at the higher level of work and demonstrate his ability to lead others.
Each qualified candidate should be give the same amount of time and the same level of project difficulty.
At the end of this period, all candidates can be evaluated by a team of managers on how well each of them did on their assignments. In addition blind surveys could be given to team members to evaluate the Team Leader’s effectiveness in leading the team and successfully completing the project.
Candidates who miss the cut should be counseled on areas for improvement and given opportunities for training in those areas and encouraged to try again later.
This process can be repeated if deciding managers would like to ensure that their selections for further training and mentoring are really the best candidates.
Advantages of Using My Suggestion for Another Factor for Determination of First Cut:
1. All qualified candidates may participate. Each should be given a short term individual project and also a short term team project that they can lead.
2. The short term projects of higher level work gives each candidate an equal opportunity to show what each of them are capable of doing. (Remember: keep the time the same and the level of difficulty the same in as much as possible).
3. Candidates select or weed themselves out by their performance on these short term projects that match closely the level of work they would be doing at these higher levels of future top jobs.
4. Other employees see who rises to the top through their own efforts and skills.
5. Each candidate sees how he compares to other candidates.
6. Giving all qualified candidates an opportunity to participate will lessen complaints and dissatisfaction with the process.
7. Candidates who miss the cut have reason and direction to continue working on their own career development and stay with the company.
Conclusion:
Adding performance on short term individual and team leader projects that are at the higher level of difficulty comparable to future top jobs gives decision makers a better look at the candidates and what they are capable of achieving in order to decide who makes the first cut and who doesn’t. This should result in saving organization money and time spent training the first cut group by ensuring the best candidates have been selected.
If you would like more ideas on Career Development for your top performers, critical skill employees and high potentials, get your copy of Module 6 – Career Development now.
Click here for more information.
Copyright (c) 2011-12 Lois Moncrief All Rights Reserved
5 Ways Managers Deal with Employee Performance Problems
Posted by: | Comments5 Ways Managers Deal with Employee Performance Problems
By Lois Moncrief
Here are 5 ways managers deal with employee performance problems. Which do you choose?
1. The Best
The best employee managers are proactive about preventing problems from occurring. They realize “an ounce of prevention is worth a pound of cure.” (Ben Franklin was right!)
These managers are admired by their peers for they seem to have no stress or problems in dealing with employees. They appear to effortlessly have good performance from their staff so they move easily to higher paying jobs.
2. Ostrich Approach
These managers think the way to deal with employee performance problems is to bury their heads in the sand, pay no attention to the problem, and hope it will solve itself.
This strategy almost never works. If the problem does goes away it is almost always for a reason that is not related to anything the manager did.
What usually happens is the problem that was once small becomes much larger instead of going away. Now the manager is forced into being reactive or retreating into further silence and inactivity hoping that if he ignores the problem then others will also.
3. The Blame Game -
There are managers who think it is not their problem at all. Employees are born motivated or not and there is nothing they, as managers, can do to change that. They fail to understand that if they can’t positively impact the work of their departments then why are they needed? Their departments would probably do as well or better without them.
4. Think They Possess the Immunity Idol –
Some managers think they will not be held responsible for employees who are not motivated and don’t work. They can blame it on the employee and they think that their friendship with the boss protects them from any negative consequences.
This approach can work for a while but sooner or later they may find it backfires. Things come home to roost. Bosses need someone to blame also and when shareholders are unhappy or upper management is unhappy then the manager could be the first one to be in the spotlight of examination if it is their department that is not producing – better the manager’s head than his boss’ head.
5. Is There a Problem. Denial is King. (The Emperor’s New Clothes Approach)
Some managers think the best approach is denial. They want everyone to believe everything is find despite reports to the contrary. They may even offer lame excuses but do nothing. They have convinced themselves but not others that there is imply no problem.
You Have a Choice About Your Future
“Proactive” is always better than “reactive” or “passive” when dealing with employee performance problems.
Choosing to be proactive is easier, less stressful, less time consuming, and less work to “do it right the first time” rather than dealing with the consequences of having to clean up the mess that is caused by:
- Ignoring the problem so that it has time to grow into a big problem.
- Playing the Blame Game and doing nothing to correct the situation.
- Denial – claiming there is no problem. Acknowledging a problem is the first step to solving it.
- Expecting immunity from consequences based on friendship with the boss can backfire.
It is Your Choice and Your Future
Why not look like a wise manager who has a department that is “thriving” not just “surviving”? Your success is tied to the success of your group.
You are the captain of your fate. Your future is in your hands. Choose wisely.
To resolve employee performance problems, get your copy of Module 13
Copyright (c) 2010 Lois Moncrief All Rights Reserved
7 Steps to Enhance Employee Performance and Appraisals
Posted by: | Comments7 Steps to Enhance Employee Performance and Appraisals
By Lois Moncrief
Performance appraisals give managers an excellent opportunity to engage employees, enhance employee motivation, and turbo charge employee performance.
Here are 7 Steps to take for better results:
1. Establish Performance Standards that are SMART (specific, measurable, attainable, relevant, and time bound).
Meet with your employee at the beginning of the evaluation period to go over the standards for the coming year. Ensure that your employee understands the criteria that will be used for his evaluation. Allow your employee to make comments and suggestions. When an employee is allowed to participate in the process and the standards, he will have more “buy in”.
2. Progress Reviews Should Be Done Monthly or at Least Quarterly.
This can be a monthly report on progress on all performance standards submitted by the employee and reviewed and approved by the manager. A meeting to discuss the progress review is recommended.
You, as the manager, taking the time for a meeting and giving feedback puts the employee on notice that this is important to you and that you are holding him accountable to the standards.
Take the time to be sure you know what the employee has really accomplished. Ask for proof in the form of copies and reports. Verify the progress independently even if it is just spot checks.
Place any employee who falls short in one or more elements on a 90 day Performance Improvement Plan before the end of the evaluation period.
When an employee knows he is being held accountable, the responsibility for his success or failure is truly his.
3. Focus on “Accomplishments” not “Activities”.
Being “busy” is not the same as being “productive”.
If you are using competency based performance evaluations be sure to not evaluate the skill or competency such as “adaptable” but the accomplishment that resulted from the use of the skill – how being adaptable produced results for the company bottom line.
4. Evaluate Fairly and Objectively.
Do not use subjective performance standards that are “moving targets” that you can change at whim depending upon how you have predetermined the employee should be evaluated. (Don’t laugh. It happens.)
Do not use “absolute” standards. Do not use “always” or “never”. No one has perfect performance that is an absolute. Example: Never makes a mistake. Always arrives on time.
There needs to be an”acceptable range” with an opportunity to “exceed” and a possibility of “not meeting”.
Employees lose motivation when they can see a “no win”.
5. No Bad Surprises!
Never allow there to be any bad surprises in the final annual performance evaluation. All employees should already have a good idea where they stand before they receive the final evaluation.
If you have had progress reviews with employees, mentored them as needed, used SMART goals, and allowed opportunities to bring performance up to meets (including a performance improvement plan) then each employee is truly responsible for his outcome. His evaluation should not be a surprise to him.
This should avoid a situation for a surprised and angry employee to take desperate and retaliatory action.
6. Deal with Failure in a Timely Manner.
If an employee is unable to meet the standards after you have regularly reviewed his progress with him, mentored him, and placed him on a performance improvement plan then it is time to demote, transfer to a lower job he can do, or fire him.
Taking the necessary action helps all employees to be motivated when they see there are consequences for non-performance.
7. Reward Your Stars Well.
It is important to reward those who have done well. Recognize their accomplishments. This will encourage more outstanding work from them and send a message to others that it pays to perform well.
For more proven techniques to improve employee performance and appraisals, get your copy of Module 11 today.
Copyright (c) 2010 Lois Moncrief All Rights Reserved
5 Signs of Trouble With Employee Engagement and Motivation
Posted by: | Comments5 Signs of Trouble With Employee Engagement and Motivation
By Lois Moncrief
Most managers motivate employees by going through the school of hard knocks – the hard way- hit and miss tactics that cost the managers a lot of wasted time toward their goals of success.
Very few managers have mentors – let alone mentors who understand how to motivate employees to get great results.
There are a few seminars out there on motivating employees but usually these are taught by people who have little or no actual experience managing and motivating employees.
It is easy to understand why many managers are not able to engage and motivate more employees successfully.
Large % of Non-Engaged and Disengaged Employees
That is why there are such large percentages of non-engaged and disengaged employees in workforces around the world.
In one prominent global study the average percent or engaged and moderately engaged employees was found to be 33%. The rest of the average staff (67%) consisted of non-engaged and disengaged employees who were not contributing their fair share of work.
Non-engaged employees are those who lack enthusiasm – who go through the motions but are not involved. Non-engaged employees are the day dreamers – thinking of other things – making mistakes – not getting their work done – doing mainly “activities” and not “accomplishments”.
Disengaged employees do as little as possible to keep their jobs and frequently cost a company a lot in lost profits.
The United States has an average of only 21% highly engaged employees but still ranks third in the world for % of highly engaged employees (Source: Towers-Perrin Global Workforce Study Executive Report).
How to Get Promotions
Promotions come when managers show they can successfully handle their current resources (i.e. employees) and responsibilities. It is then that upper management sees these managers as prime candidates for promotions to jobs to manage more resources and responsibilities.
Having more engaged and motivated employees would show a manager is handling his current resources well and would mean more group productivity and higher group performance. That success would lead to more opportunities for promotions for the manager.
Managers who have problems with employee engagement and motivation will be less successful and the “also ran” managers who do not receive the promotions.
What is your success with motivating employees?
Here are 5 Signs of Trouble with Employee Motivation:
1. Do you have a high rate of non-engaged and disengaged employees?
2. Are you finding it difficult to motivate employees?
3. Did the last annual report confirm that your group is under performing and you are wondering what to do to correct the situation?
4. Do you think you have to “push” your employees along rather than your employees wanting to follow you and do their best?
5. Have you been passed over at least once for a promotion?
If you answered “yes” to one or more of the above, then you need to look at how you are engaging and motivating employees. Making positive changes will bring you more success and that next promotion.
Copyright (c) 2010 Lois Moncrief All Rights Reserved
5 Signs Your Employees Need Your Help
Posted by: | Comments5 Signs Your Employees Need Your Help
By Lois Moncrief
Managers sometimes forget that part of their jobs is not just simply meeting the bottom line for the company but also getting the most out of their employees while ensuring that their employees don’t have problems that interfere with getting their work done.
As a manager, one of the things you may not be currently aware of is that you may have employees who are calling out for help without actually reaching out to anyone. You need to be aware of these “cries for help” so you can proactively deal with them before your employees get frustrated and start losing their motivation.
It is no secret that managers can positively impact employee motivation and managers can also negatively impact employee motivation. These “cries for help” give you the opportunity to step in and positively enhance employee motivation.
Here are Some Signs Your Employees Need Your Help:
- Do employees complain about working conditions?
- Do employees complain about needing things to get their work done?
- Do employees seem frustrated with procedures that slow them down?
- Are there one or two employees whom all the other employees complain about?
- Do employees make a lot of the same mistakes?
If you answered “yes” to one or more of the above signs then it is time to re-evaluate how you are dealing with issues when employees need your help.
Do you work to expedite solutions for your staff so problems get resolved quickly or are you pare of the reason problems do not get resolved?
Are you making it easier for your group to do their work or are you a wall to progress?
Managers play an important part in keeping their employees motivated so that the department can be successful.
What part do you play?
Copyright (c) 2010 Lois Moncrief All Rights Reserved
7 Powerful Leadership Skills To Enhance Employee Motivation
Posted by: | CommentsBy Lois Moncrief
Good managers are good at getting employees to do their work.
Leaders are good at inspiring employees to do more willingly.
The two can be a great combination.
To make use of that combination, here are 7 Powerful Leadership Skills for Managers That Increase Employee Motivation and Job Satisfaction
1. Set a Good Example – this covers so much ground – be honest, be fair, be respectful and expect respect back. Put in an honest day’s work yourself. Don’t just talk the talk – walk the walk. Leadership by example is very powerful.
2. Performance Standards – have reasonable expectations of your employees and communicate those expectations clearly and award appropriately. Make sure you create a performance evaluation system that gives employees the opportunity to create a win for themselves by working hard and smart to exceed your expectations and a win for you (with increased productivity, etc.) . If you only have subjective elements that are moving targets and only you know and decide at a whim what meets, exceeds, or fails then you take away your employees’ motivation to do well.
3. Hold Your Employees Accountable – Make sure there are consequences appropriate to the situation – if you tolerate poor performance and/or poor behavior (without dealing with it in a timely manner) you create a very bad situation that only gets worse with time. It is a real employee motivation killer. Your good employees will have no reason to go the extra mile especially if they have to do it to make up for someone who is coasting, getting away with it, and being paid the same amount of money. Others will decide that they might as well stop or slow down working as there are no consequences. This situation is difficult to turn around.
4. Do Reward Those Who Do Well In Their Jobs – if you want the performance to repeat, then recognize and award it! This is a powerful employee motivator.
5. Keep Your Employees Informed and Share Your Vision With Them – have regular meetings to keep them informed and show them what you see for the future of the company. Give them opportunities to have input also. Having input into decisions creates buy in and a sense of ownership for employees. They will be more willing to put forth extra effort in their work when you form a “partnership” with employees and they move from “what’s in it for me?” to “what’s in it for us?”
6. Keep an Open Door Policy – Make it “safe” for your employees to come into your office and share whatever they want in confidence and then really listen to them. You will be surprised how much you will learn about your workplace that will help you become a better manager. I am not talking about encouraging gossip. I am talking about an honest exchange of information intended to improve workplace conditions. The input you receive will show you ways to improve employee motivation and employee morale when you understand the problems that are holding your employees back.
7. Don’t Let the Workplace be Ruled by Politics and the Good Old Boys – There are few things more de-motivating to the majority of your employees than this. This is poison to one of the strongest employee motivators – career development. All employees want to think that they can develop skills and acquire knowledge and work hard to give themselves a” fair” chance at a better future with the company. You take that away when you give promotions to “friends” rather than the most qualified.
The High Five
If you are a good leader, in addition to being a good manager, everything will go better. You and your organization will reap the benefits -
1. employee motivation will be high
2. employee morale will be high
3. employee performance will be high
4. employee retention will be high
5. employee job satisfaction will be high
You will have the high five!
Promotions for You!
All of this ensures that your own career will have more and more success because when you show that you can handle your current resources and responsibilities well – then higher management will have every reason to give you more responsibilities and resources to handle and that means promotions for you!
Copyright (c) 2010-12 Lois Moncrief All Rights Reserved
Engaged Employees
Posted by: | CommentsDon’t Lose Out – To Have or Not to Have Engaged, Motivated Employees
Now is the Time to Retain Those You Have and Consider Hiring More
by Lois Moncrief
Some think that the economy has seen the worst of this recession and may be starting to recover. So maybe everyone can breathe a sigh of relief.
Companies that cut the fat down to the bone to survive can now feel like maybe all that work and suffering was worth it. After all, the company made it through.
Companies unloaded their subpar employees (“bottom dwellers”) and can now look toward a brighter future and plan for that future.
As Finances Improve It is Tempting to Consider Hiring More Staff
You probably don’t want someone else’s rejects though, do you? You unloaded your subpar employees so did everyone else.
So you may have to go “head hunting” after someone’s else’s talent and steal them from your competitors. You may be able to do that with the right offer and other enticements.
BUT watch your back because your employees may be looking for better employment opportunities for themselves and/or companies and head hunters may be trying to lure your employees away from you.
It could turn into a “feeding frenzy” out there soon.
Now is the Time to Come up with YOUR Game Plan
First, realize the value of what you have. Good employees are like good customers. It costs money and its hard to find customers that will continue to buy from you and stay with you so if you have a good customer it is in your best interest to keep them happy and hold on to them.
The same is true with employees. After all, you spent money to find them, hire them, and train them, right? And now they have value to you because of their knowledge of your system and their ability to do the job. If they left, you would have to spend money to find, hire, and train a replacement who may not be nearly as good.
So How are You Going to Motivate Your Good Employees to Stay?
Is a bonus possible?
Is a raise possible?
Is promotion possible?
Is job enrichment possible?
Is employee development for future promotions possible?
Is there a mouthwatering project that they would love to work on that is available?
Recognitions?
Rewards?
Incentives?
Keep these options in mind but first talk to your good employees one at a time. Now is the time for subtlety. You are trying to find out how happy they are at work and what they need to be happier (and therefore stay) without coming out and bluntly asking them if they are planning to leave, etc.
If you know your employees and have cultivated a relationship with each of them, now is the time that is going to pay off because you will probably be able to tell by talking to them if any of them are dissatisfied and/or thinking of leaving.
This is a Good Time to be Proactive Sweeten the Deal They Have with You in Any Way You Can That is Legal and Appropriate for YOUR Situation.
Your good motivated employees are your engaged employees, your “movers” and “shakers”. You need them now more than ever as your company climbs out of the hole and prepares for a bright future. They are your innovators, your go-getters – you need them more than you realize.
You especially need them if you are among the companies who practice the usual mode of when the economy goes south, the first group we don’t need is research and development because we are in survival mode. So R & D is axed. Who are your innovators then? Yes, your “movers” and “shakers” step up to the plate.
So secure your own group of good employees before you start looking for more potential good employees. One additional benefit of keeping your good employees who are highly motivated is that they are “self motivated” meaning a lot less work for you.
The Hunt
The important thing to remember is you are hunting for good employees, engaged employees, motivated employees, employees that will fit in and not be a “problem” for you or your organization.
Have you been coveting that prize employee who works for your competitor? If your competitor is still weakened from the recession, that employee might be persuaded that your company looks more solid and a better risk for him, or you may be able to offer a better salary and better benefits.
If you do not have some possible employees in mind, sometimes your staff may know of possible workers who would fit in. Move with caution here but don’t discount any possibilities until you have checked them out.
“Hire Slow and Fire Fast”
“20% of Your Employees Will Cause 80% of Your Problems”
“An Ounce of Prevention is Worth a Pound of Cure” are True
(So Don’t Hire That 20%!)
You may want to re read the above bolded statements several times to make sure you have that firmly memorized.
Your goal is to hire workers who are very capable and either already motivated or could easily be motivated so take your time, check them out, interview them thoroughly. Hiring employees who are already motivated makes your life a whole lot easier.
Make sure their resumes are accurate. Better to find it out now then after they are on board. I always checked out references and former work listed and education, etc.
I would ask for and get 3-6 references for each applicant and I would call each one of them and really talk to them about the employee. I had very good luck doing this. Once I started hearing the same story from each of the references I began to think I was starting to see a picture of who I was considering hiring. I have found out a lot of good information from references that really helped me in screening and sifting through the candidates.
I also spent a lot of time checking out the accuracy of the information listed in the application and spent a good hour or more questioning each applicant in an interview.
Any time you spend to make sure you are making a good decision on whom you hire is time well spent. It will avoid a lot of headaches and wasted time later on.
Your Company’s Future
Right now as the economy gears up you may have some excellent opportunities to pick up some good and well motivated employees. Look for hints in their records to see if their records show they are “movers” and “shakers”, ask references about what the applicant has done, get the applicant in your interview to explain what he has done.
When you find good motivated employees, do what you can to hire them. Give them competitive incentives to come on board. You’ll be glad you did.
The more “movers” and “shakers” the better. They are your company’s future!
Motivating Employees through a Weak Economy (Part II)
Posted by: | Comments“Who Else Wants a PLAN for Tomorrow?”
Motivating Employees through a Weak Economy (Part II)
by Lois Moncrief
OK – we’re in the “great recession” according to a lot of bright minds. So how do we survive this and how do we plan for recovery?
When the economy is weak, everyone is worried. Business owners and managers are worried. Employees are worried. You are worried.
Now is the time for you, the manager, to talk, to inform. If you do not provide information – status, updates, and plans, then rumors will spread like wildfire. Employees can handle the truth a lot better than the silence where their imaginations are all that they have to guide them.
When Times are Tough, It’s Time to Talk
You should always be communicating with your staff. In troubled times, it is even more important to communicate – regularly and frequently with your staff. Your employees need to know the status of the company, what is being done to improve the present and plan for the future of the company. How secure are their jobs? What can they do to help?
The more desperate the times, the more important it is for management to hold frequent, regular meetings to answer questions and address employee concerns. You need to give your employees the latest information and to reassure them that everything is being done to improve the situation.
Regular and frequent (at least weekly) meetings should be scheduled. Employee questions should be answered as truthfully as possible in the areas that can be discussed with employees. Your employees need to hear the truth and be able to trust what you are telling them. They need to trust that you are doing the best you can to address the issues the company faces. You, as the manager, need to dispel the rumors and one way to find out the rumors is to listen to the questions being asked.
Not knowing what is happening can interrupt the ability of the employees to work efficiently. If you want your employees to be motivated in their jobs, keep them informed. They will be more willing to follow your leadership if they trust that you are being up front with them about what is happening to the company.
We’re All in This Together
Allow employees to participate in decisions that affect them. For instance, if it is necessary to downsize, furlough employees, or cut all employees’ pay by a percentage, then you can form a committee of management and employees to look at all the options and make recommendations to be considered by you. You, as the manager, will have a lot more “buy in” to the final decision if employees were able to participate in the decision making process.
The decision will be accepted as more fair and less arbitrary if a management-employee team has looked at all the options and made recommendations to senior management to consider for the final decision.
Copyright (c) 2009 Lois Moncrief Globebic LLC All Rights Reserved
Motivating Employees Through Empowerment in Their Jobs
Posted by: | CommentsMotivating Employees Through Empowerment in Their Jobs
By Lois Moncrief
Is it “What”?
I have read many articles written for managers that urge you, the manager, not to tell your employees “what” to do. I don’t agree! That is abdicating your responsibility as a manager to set goals and standards for each employee’s job.
Many employees need to be told “what” to do. They want to know “what” are their responsibilities. They need you to make it clear “what” is expected of them. How can you expect them to do the job if they do not know “what” they are supposed to do?
You are the manager. It is your right and responsibility to assign work – to tell each employee what his job is and what you need him to accomplish. You have the right to set standards for the accomplishment of that work – quantity, quality, timeliness, etc. It is your responsibility to be realistic in setting these standards. You may have data on what has been accomplished last year to use in setting your standards and making them realistic.
Empowering and Motivating Employees Through the “How”
First, you have to assign the work you need each employee to do and give each employee the standards for the job in terms of quantity, quality, and timeliness, and any other factors you deem essential. Next, you can empower your employees to decide “how” to accomplish the task within the parameters you have set on quantity, quality, and timeliness, etc.
This freedom to be creative and to find better ways of doing the job can be very empowering and motivating to your employees.
Pride and Ownership
When you allow your employees to determine the “how” to do their job, you are encouraging them to have “pride” in their work.
You are encouraging them to have “ownership” in “their part” of the company if you allow them to decide the best way or the “how” to do their jobs.
You can allow this as long as they do their jobs and meet your criteria for productivity, quality, and timeliness of the product and/or service.
Many employees will find the challenge of determining how to do their jobs faster and/or better very motivating. Many will like the chance to be creative in their approach to this. Many will develop more pride and ownership of their part of the product and/or service.
Win – Win
What may amaze you is that by motivating them to determine the “how” and developing pride and ownership in their part of the company, they may find ways to do their jobs better and exceed some or all or the standards you have set.
Now you have created a “win-win”. The company has won with the employee exceeding the standards (better productivity, or better quality, or faster service or product) and so has the employee who may now receive a bonus or higher pay for exceeding the standards.
“Never tell people how to do things. Tell them what to do, and they will surprise you with their ingenuity.” General George S. Patton
Copyright (c) 2009 Lois Moncrief Globebic LLC All Rights Reserved
The Shocking Truth About How to Motivate Employees
Posted by: | CommentsManagers: Shocking Truths About How to Motivate Employees
The Shocking Truth About How to Motivate Employees
By Lois Moncrief
Short Term Motivators
When many managers think of motivating employees they think of incentives, awards, time off days, etc. Most of these are what would be considered “instant or quick fixes”.
They are short term incentives which are thought to motivate employees and they do – for a day or two or maybe a week or even a month but the shocking truth is these are short term motivators and true motivation should be sought through long term solutions that motivate continuously.
Most managers would agree that they want employees to be motivated every day – not just for a day or a week after an award. Synonyms for the word “motivation” are “drive”, “enthusiasm”, and “incentive”. Surely all managers would want their employees to have “drive” and “enthusiasm” for their work every day not just on the occasions of an award or day off.
Long Term Motivation
Long term motivation would require a different approach. Some would say that “raises” and “promotions” accomplish this long term motivation. That is true to some extent. However, frequently the effect of these wears off quickly also and what if raises and promotions are not options? Then what? If managers want their employees to have “drive” and “enthusiasm” every day or at least most every day then something else is needed. Some would say, “the employee is getting paid, isn’t he? That should be incentive enough. For some it is. During times of economic recession, this certainly is more motivating (having a job and getting paid) than in good economic times when jobs are much easier to obtain.
So How do You Motivate Employees?
There are ways to keep employees motivated (all of the time) and also be providing what the organization or company needs most – great productivity, service, etc. This provides the proverbial win-win solution.
So How is This Achieved?
A system has to be put in place that serves the needs of the organization while ensuring that the employee stays motivated every day to meet the needs of the organization.
Without a system in place, managers would need to be more vigilant and involved to be sure the work is accomplished.With a system in place, managers can spend more of their time on the “big picture” and not so much time on the day- to-day details or problems that arise. It is not infrequent to hear managers say they spend their days in crisis management – “putting out fires”. They routinely complain that they don’t have time to get the work done that they really need to do. They need to utilize “the system” already available to them.
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