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Other Added - Managing People for Performance
What is the first thing you would do if you started losing your key customers to your competitors?Well the simplest way to find out why they are leaving and stop the loss of business is to obviously ask them. To find out what made them leave you and what attracted them to another supplier.In the same way, you should make ‘exit interviews’ with employees who leave your business a standard part of your procedures.Usually conducted in their last few days, an exit interview is a conversation between you and the person who is leaving which allows you to obtain valuable information from them which will help you keep staff in the future.Some of the questions you may consider asking are: 1. What are your reasons for leaving?2. With hindsight, what c
Too many managers think that money is all that motivates people to do what they need to.
Managers are too busy spending their time on the wrong priorities to manage for performance.
Organisations think that because they have an annual appraisal process that they are managing performance.
If you rely on an annual appraisa
The personal touch is often overlooked in this fast-paced computerized society. It seems there's just never enough time in a day to do everything that needs to be done and return every phone call that comes into a business. But, the most successful businesses know customer service must be a top priority. A 24-hour answering service can really help any business make sure the personal touch isn't overlooked. It can, however, only go so far.Businesses that use a 24-hour answering service to ensure calls aren't missed are one step ahead of the competition, but their obligation doesn't stop there. It's important for any business to remember there are people on the other end of the line, people who want to spend money, get questions answered and so on. Without these people, no business will be successful. Businesses that view incoming calls as the
Managers who have had any form of training will be familiar with the idea of setting goals or objectives, and probably with the principles of appraising performance. With this in mind, why is it so many managers keep asking about how to motivate their staff or how to get more from them?
This whole area is a key differentiator of good managers and is a large part of what managers are being paid for! In this article I want to offer some ideas to help you become better at getting the performance you want from your teams. I will suggest some of the reasons why you, and other managers, perhaps do not do it very well and what the benefits will be when you begin to apply the principles.
Let us begin by stating the obvious – in order to manage people for performance you need to clearly establish what good performance is for each person and role. Too many managers think that this means just setting the goals. Not so, as you cannot manage those. Defining good performance can include what the outputs and results are – and how they are being achieved. That is the part you can manage. Recognise that managing for performance is an ongoing process and not an occasional intervention or snapshot.
Why it is not done well.
People do not understand what is needed to manage performance!
Managers assume people will work towards their objectives.
Too many managers think that money is all that motivates people to do what they need to.
Managers are too busy spending their time on the wrong priorities to manage for performance.
Organisations think that because they have an annual appraisal process that they are managing performance.
If you rely on an annual appraisal
Nothing contributes so much to tranquilizing the mind as a steady purpose - a point on which the soul may fix its intellectual eye. - Mary Wollstonecraft ShelleyStep Two to Achieving Career Joy - Go Back to What You LoveMuch of my work with individuals focuses on the desire to appreciate, nurture, and strengthen the mind-body connection and therefore, whenever I speak with someone who feels very stuck, trapped in their current situation, or entrenched in old and unproductive ways of thinking, I often suggest a very simple exercise that allows them to move, if ever so slightly, to a different place.When people are unhappy in their jobs they often find this unhappiness permeating other areas of their life. Their relationships may suffer, they may not feel as healthy and fit, and they may make choices (unknowingly) th
Let us begin by stating the obvious – in order to manage people for performance you need to clearly establish what good performance is for each person and role. Too many managers think that this means just setting the goals. Not so, as you cannot manage those. Defining good performance can include what the outputs and results are – and how they are being achieved. That is the part you can manage. Recognise that managing for performance is an ongoing process and not an occasional intervention or snapshot.
Why it is not done well.
People do not understand what is needed to manage performance!
Managers assume people will work towards their objectives.
Too many managers think that money is all that motivates people to do what they need to.
Managers are too busy spending their time on the wrong priorities to manage for performance.
Organisations think that because they have an annual appraisal process that they are managing performance.
If you rely on an annual appraisa
Make someone special smile when you carry a colorful balloons bouquet! Balloons create enriching excitement and let everyone know something very special is happening. A balloon professional could help you create the perfect gift. Whether you plan to go for happy birthday balloon, Valentines Day balloons, mother’s day balloons or regional balloons, Qualatex balloons are just the best choice.Balloon professionals have long been appreciating the robustness and color reliability of Qualatex balloons while enjoying less breakage. You might be a balloon decorator, balloon entertainer or a party store you could just save money by buying Qualatex balloons. You would find true balloons colors and your children’s would take pleasure in playing with it the most because they burst less than cheaper balloons. But this Qualatex balloons has be taken care p
Let us begin by stating the obvious – in order to manage people for performance you need to clearly establish what good performance is for each person and role. Too many managers think that this means just setting the goals. Not so, as you cannot manage those. Defining good performance can include what the outputs and results are – and how they are being achieved. That is the part you can manage. Recognise that managing for performance is an ongoing process and not an occasional intervention or snapshot.
Why it is not done well.
People do not understand what is needed to manage performance!
Managers assume people will work towards their objectives.
Too many managers think that money is all that motivates people to do what they need to.
Managers are too busy spending their time on the wrong priorities to manage for performance.
Organisations think that because they have an annual appraisal process that they are managing performance.
If you rely on an annual appraisa
Though there are enough ideas to propel one’s fundraising ambition, there are certain ground rules to follow while attempting to raise funds. First of all you may need to define in concise terms, everything about your project and its objectives. Ask yourself, how your fundraising effort helps society as a whole. How many people will get the benefit? What exactly are you going to do with those funds? Will it help you to grow personally and socially?Once you’ve laid a solid groundwork, look for fresh and innovative ideas, which are different and beneficial to hundreds of people. The ideas you choose must be socially feasible and economically viable. Never cling to those ideas which are common and repetitive. You may also take care to see that you are not repeating the same idea, which is currently pursued by other people. Let your ideas be inno
Why it is not done well.
People do not understand what is needed to manage performance!
Managers assume people will work towards their objectives.
Too many managers think that money is all that motivates people to do what they need to.
Managers are too busy spending their time on the wrong priorities to manage for performance.
Organisations think that because they have an annual appraisal process that they are managing performance.
If you rely on an annual appraisa
A franchise operation can be an excellent investment for people dreaming of self-employment. Franchise opportunities fall into three basic categories: Product, Service and Wholesale Distribution. The franchise you select must be one that will maintain your interest through years to come. Not even a lucrative franchise opportunity will work for you if you find the business dull or boring. However, like all business opportunities, there are risks involved. You'll minimize the risks by doing your homework before you sign on the dotted line.Conduct Preliminary Research Ask the franchise company to send you brochures, pamphlets and videos, if possible. Then, locate the nearest two or three franchise operations and visit each. Talk with the franchise holder, the employees and the customers to get their reaction to the product or service. Hint:
Too many managers think that money is all that motivates people to do what they need to.
Managers are too busy spending their time on the wrong priorities to manage for performance.
Organisations think that because they have an annual appraisal process that they are managing performance.
If you rely on an annual appraisal (or review) as a mechanism for setting objectives and reviewing how people have performed, what problems does this encourage? Are the objectives meaningful? Do they stay in the forefront of peoples’ minds? Do they stay relevant throughout the year? How are they monitored throughout the year? When you come to reviewing them, how valuable is the conversation?
What to do.
Firstly, everyone should have clearly defined standards of performance and/or key performance indicators (kpi’s). These are same for all those doing similar roles and provide a baseline for performance. There are two types of these – the quantitative and the qualitative. The former are more straightforward to do as they will involve numbers, eg. number of calls handled per day, time to respond to queries etc. The latter are more challenging because they require some thought in order to clearly define the standard in a behavioural way which removes most of the subjectivity. This can refer to quality of work, appearance of someone’s workplace, answering the phone or following corporate standards etc. When people are working to these kpi’s they should be in a position to deliver the performance you want.
Although these kpi’s need to be clearly outlined and understood by all involved, the key to managing for performance is to follow the Pareto principle and identify which 20% are the ones which contribute to 80% of the
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