Employee performance enhancement by tasvir a r chowdhury
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Thank you for the presentation on improving employee performance. I appreciate you sharing the research and practical tools managers can use.
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Employee performance enhancement by tasvir a r chowdhury
- 1. Presenter: Tasvir A R Chowdhury ©2011. The Renaissance Group. All rights reserved.
- 2. • To improve employee productivity and performance • Understanding why people don’t always perform up to your expectations • What to do about it
- 4. • What employee productivity and performance issues come to mind? • What would you say is the root cause of these issues? • How do you currently handle these issues?
- 5. According to a Gallup Organization study: – 29% are engaged – 54% are not engaged – 17% are actively disengaged
- 7. An "engaged employee" is one who is fully involved in, and enthusiastic about their work, and thus will act in a way that furthers their organization's interests. Source: Wikipedia
- 8. • Business performance (growth) • More effective + efficient = productive • Money is lost through employee issues: – Bad estimates – Poor production or installation – Missing deadlines – Treat customers poorly
- 9. Entrepreneurial Managerial Technical
- 10. Getting results through others When you do things yourself, you are a technician, when you get things done through others you are a manager.
- 11. 1. Believe it…own it 2. Learn how to improve performance 3. Changing your own behavior
- 12. • Your employees are your score card; their success or failure reflects upon you • A managers reason for being is to help their employees be as successful as you need them to be • Part of your job is to improve employee performance
- 13. Most management training revolves around two main themes: – Motivation & Attitude Your job is to make sure your people are happy and motivated and that they have a “positive” attitude.
- 14. • Treating the problems or the symptoms? – Trying to motivate – Attitude adjustments – Through money
- 15. • Clearly both play a role in performance • How can we use them to improve performance? Become an amateur psychiatrist?
- 16. • Because your solutions are not related to the problems • What are the real causes of employee performance issues? There’s a top 10 for that too!
- 17. 1. Think they are 6. Think their way is performing better 2. Don’t know what to 7. Think something is do more important 3. Don’t know how to 8. Consequences affect do it performance 4. Don’t know why 9. Fear 5. Obstacles 10. Incapacity
- 18. • When asked “why people don’t perform?”…How did you answer? • The majority of managers lead with putting the blame on the employee
- 19. • They think they are doing it • If your employees have no idea how they are doing they have no reason to change • Tell them… Behavioral Coaching: Feedback
- 20. Behavioral Coaching and providing effective feedback is the fastest and easiest way to improve employee performance.
- 21. • They don’t know what they are suppose to do and/or what is expected of them • Four components to not knowing: 1. What specifically to do 2. When to begin 3. When to end 4. What “finished” looks like
- 22. • What should you do about it? • Tell them; but how? Position Descriptions and Delegation Agreements
- 23. • They don’t know how to do it • Show them • How do you show them? Documented Systems + Training
- 24. They don’t know why they should be doing it – Why are we doing this work? or Why are we changing? – Do they know the importance of their work? – How it fits in to the big picture?
- 25. • What should you do about it? • Tell them; Effective Communications • Meeting Rhythm – Inspirational Communications – Staff Meetings – Employee Development Meetings • Behavioral Coaching
- 26. • There are obstacles beyond their control • Remove them • How do you do that? Daily Huddles & Employee Development Meetings
- 27. • They think your way will not work / think their way is better • Convince them • How do you do that? Documented Systems & Employee Development Meetings
- 28. • Occurs when you are describing work from memory vs. operation manual • If you are changing the work • They must believe you… QUANTIFICATION
- 29. • They think something else is more important (unsure of their priorities) • Most jobs include a myriad of things that can be done at any moment in time
- 30. • How do your employees know what their highest priorities are? • Tell them • How do you do that? Effective Communications Meeting Rhythm
- 31. • Consequences affect whether they do what they are supposed to do • Behavior is a function of consequences • Change the consequences and performance will follow • How do that? Behavioral Coaching
- 32. • Employee comes to you and says they are stuck or behind schedule. • What do you do? • Is this a positive or negative consequence for the employee? Positive Consequence
- 33. • You go to your “best” employee and give her a big special project • What do they do? • Is this a positive or negative consequence for the employee? Negative Consequence
- 34. • Fear – they anticipate future negative consequences • Change the consequences Behavioral Coaching
- 35. • Incapacity – personal limits • Need the “Right” Person • How do you do that? Systems: Recruiting & Hiring
- 36. • Why do managers fail to improve performance? • Their solutions rarely address the cause of the performance issue. • When solving a performance problem where is the best place to start? The most obvious.
- 37. 1. Think they are 6. Think their way is performing better 2. Don’t know what 7. Think something is to do more important 3. Don’t know how to 8. Consequences affect do it performance 4. Don’t know why 9. Fear 5. Obstacles 10. Incapacity
- 38. 1. Position Descriptions 2. Delegation Agreements 3. Documented Systems 4. Effective Training 5. Effective Communications 6. Meeting Rhythm 7. Behavioral Coaching
- 39. “Pay enough so that money isn’t an issue, then give your employees: • high recognition • autonomy, and the • opportunity to learn and grow, and watch them excel.” http://www.ted.com/talks/dan_pink_on_motivation.html
- 40. • Grow your people (talent): – Engaged employees – Improved culture – More effective – More productive – Improved employee performance Improved business performance
- 41. 1. Position Descriptions 2. Delegation Agreements 3. Documented Systems 4. Effective Training 5. Effective Communications 6. Meeting Rhythm 7. Behavioral Coaching
Notes de l'éditeur
- Thank you and Welcome to todays presentation on improving employee performance and productivity. The purpose of today’s session is really two fold:1st – To understand why your people do not always do what they are supposed to do…what you expect them to do. 2nd – To understand what you can do about each reason, so you do in fact improve your employees productivity and performance.
- Since the first apprentice, people have been a challenge to their boss.We all know that the right people can make your life a lot easier and of course the wrong people can make your life miserable.But for most of you the truth about your people probably lies somewhere in between. At times your people are great; at other times they frustrate you…making mistakes, or missing deadlines, or sloppy work, or maybe just not showing up when you really need them.The most common frustrations I hear from business owners and managers often revolve around their people.
- Lets take a couple minutes and get very specific for you. What are your productivity and performance issues that you currently facing. Please on a blank sheet of paper start listing your people issues. Lets take about 60 seconds for you to brainstorm and list your people challenges. Please begin.OK…looking at your list, jot down next to each item what you believe is the root cause for each of your people challenges. Please take another 60 seconds to do that.OK…good…now, lastly, I want you to write down for each frustration how you handled it…what did you do…ignore…yell…scream….maybe even fire some one. Go ahead take roughly 60 seconds to write down how you handle each issue.Hold on to what you have. I am going to ask you to pull it back out shortly.
- Employee engagement…or I guess I should say, lack of employee engagement is often referenced in many management articles and presentations as the cause of many people challenges. According to a Gallup Organization’s study of employees across the country, of the 3million employees studied, a shocking amount cited themselves as being “checked out” from their work. Here are the statistics:29% are engaged. These employees are excited about their work and have a close bond with their company. They look forward to their workday and are the movers and shakers of their organization.54% are not engaged. These employees are “checked out.” They feel little connection with their career and simply go through the motions of their day.17% are actively disengaged. This category is made up of employees who openly dislike their work. They complain about other employees and are too busy contributing to negative office energy to add real value to their company.A recent study by Towers Perrin shows thatbusinesses with the highest employee engagement are financialwinners. These companies had a 28% increase in net earningsversus an 11% decline in companies with the lowest engagementrates. Engagement is the pathway to action and loyalty
- Employee Engagement has become such a hot management topic it has even made to Dilbert. For those just listening to the presentation, I will read the comic strip…There you go…the benefits of employee engagement.
- Here is a more useful definition which I pulled from Wikipedia…I think everyone on the call would like to enthusiastic employees who want to further the interest of the organization. So, as I share our ways to improve performance I will connect them to how they also increase employee engagement.
- Why improve employee productivity and performance? Because is the best way…maybe the only way to improve business performance.The benefits we are looking for is business growth.We want you to focus on improving how effective and how efficient your people are…in other words doing the “right things right”. This will improve productivity.Additionally we want to focus on doing things right…when your people make mistakes and do things wrong, doing things slowly, have quality issues that require rework, etc…can and do all cost you money.
- Let’s take a look at the work required to grow. Our business coaching philosophy is based on our work with Michael Gerber and his famous business book The E-Myth Revisited.In the E-Myth he talks about the three types of work required to grow a business…the work of the E....the work of the M….and the T.Todays presentation is on Managerial work. It is taking and looking at your business from the Managerial POV.
- One of the reasons many of you struggle with managerial work is because of your definition of what managerial work involves.I will even hear many technicians turned business owner say they don’t like “managing people”. Which is good because people are unmanageable. You are unmanageable. Have you ever gone on a diet and exercise program the first week of January and quit by the second week. You can’t manager yourself, how can you manage someone else?So what exactly is managerial work. On piece paper write down your definition of managerial work.Here is our definition…Getting….When you do….So, everything we are going talk about today is about getting results from your people. Because if we can get better more consistent results from your people we can improve their performance and in turn the performance of your business will improve.
- Improving employee performance start with you…each of you attending this presentation today. It is your job to take a managerial POV. Instead of just talking about people being your greatest asset, you need to believe it.People…human capital is an asset on which you should receive a return — not a cost to control.It is your job to improve employee performance. You are accountable for how well your direct reports perform.In order to help your people improve you will have to change your own behaviors.Look everyone listening today has more work then they can handle. Which usually means you spend all of your time doing work and very little time getting work done through others…doing managerial work. You ignore it. You just don’t do it. It is missing from your daily activities. Starting today you need to spend more time doing managerial work each day. In the long run it will actually free up more of your time….to think. Or to do what you want.
- How would you grade yourself as a manager? What score would you give yourself for improving the performance of your people?I am sure many of you have heard the saying “what gets measured, gets done”. So if you are the key to improving employee performance, you need to start measuring your performance in relation to your people performance.Your people are your score card. If they are not performing as well as you would like, it is because of you…either you are not spending enough time doing managerial work…or you have not yet developed your managerial skills. You need to work on you. Improving your managerial skills is a lot of what we are talking about here today. When you are filling the role of manager in your company, it is your job to improve your employees performance.The role of the “managerial” function in your business is to help your people be as successful as you need them to be. What you are going to learn is the first step in that ongoing journey.
- Lets talk a little bit about Management Training. Who trained you to be a manager? Who taught you how to get results through people vs. getting results from yourself.For many of you your managerial advice has come from friends or peers who have had little or no managerial training. Maybe it has come from the school of hard knocks. Maybe yours is a family business and your training came from a sibling or a parent. Depending on your background, you may or may not have had some “formal” management training.If you have has some formal training it most likely revolved around the theme of to get better results and performance from your people you need to make sure they have the right attitude and are motivated.Improving motivation and attitude sounds good in the seminar or workshop. It even sounds easy – just make sure your people are happy, positive and motivated.But, exactly how do you do that?
- We often mistakenly believe that people are motivated solely by money. We often think that if we throw money at our people…that paying more will motivate our people and they will develop a good attitude.One of the reasons managers don’t cure performance issues is because they don’t get to the real root cause of the issue.At the beginning of the presentation I asked you what you thought was the root cause of each performance issue you listed.How many of you wrote down the person has a “bad attitude” or they no longer seem motivated.So you maybe through some money at them. Temporarily you may or may not get improved performance, yet is rarely sustained over time.
- Yes, Motivation and Attitude do play a role in employee performance. But they are not the only thing that effects performance.Here is the challenge with Motivation and Attitude….where do they occur?Inside someone's head. How do you ever really know what is going on inside someone's head? You can ask, but will they tell you the truth?I have no practical way of teaching you how to get into someone’s head. Do you need to become an amateur psychiatrist? Have you ever felt like an amateur psychiatrist talking to people about their problems? Sure you have. How did it make you feel? Overwhelmed? Unsure how to respond? Often you get to the point your not sure how to help or no longer care, so you stop asking and just label them as some one who is not motivated or has a “bad attitude”.
- Often we fail to improve employee performance problems because we are focused on the wrong things. We never uncover the true root causes. Looking back at your root cause lists…how many of you simply blame the employee saying they are just not capable of doing the job…or label them with a bad attitude or not motivated…or if you could just pay them more they would perform better.What are the true root causes of performance issues. Today I would like to share ten of them. Here is a out top ten employee performance issues David Letterman style.
- Once you put these 7 fundamentals in place you can then move to the next level of employee management.Lately, some of the best idea have come Daniel Pink. He has authored several books, with the most recent titled Drive. He talks about what really motivates people…what motivates employees. He said it isn’t money, but you need to pay your people enough so that money is not an issue…always on their mind. From there he went on to say these are the three things that motivate people: recognition, autonomy and the opportunity to learn and grow. You can his book, or go to this link and list to his 18 minute TED talk. It will be worth you time. He is fantastic speaker.An interesting example of this philosophy at work can be seen at company called The Container Store. A retail business headquartered in Dallas, TX has a philosophy that 1 great person = 3 average people; pay them 1/3 more than the industry average, but have lower total labor cost than competitors; they provide their typical worker 235 hours / year of training vs. industry average of just 7 hours / yr.