Analysing Performance Problems
They Really Oughta Wanna
If you employ people to work in your business
then obviously you want them to do the job you’re paying them for
and do it well.
People aren’t simple though and sometimes they don’t perform
the way you want them to. The reality is that their behaviour or output
is not likely to change unless there is a change to their inputs. In other
words you need to do something to change the situation. The question is;
“What do you need to change?” The answer to this depends on
why they’re not doing what you want in the first place.
To get to the bottom of it consider the following questions:
- Is it really important? In other words how big and expensive is the
problem? Some issues are trivial whereas others have the potential to
really impact your business. Which is this?
- Is there a simpler way of doing it? Consider any areas which can be
automated. Can you provide checklists or re-engineer the process to
eliminate unnecessary steps.
- Is it a skill deficiency? In other words could they do it if their
life depended on it? If yes, did they used to be able to do it? If not
then training is an option. Consider learning from someone else performs
well in this area.
If they did use to be able to do it, then was it something they did
often? If not then they may need some practice.
If they did do it often then they could do with some feedback on their
performance. Think about some ways of providing a feedback loop.
- Is there a negative consequence? If it’s not a lack of skill,
consider the consequences for the person of performing as required.
eg will they get more work, stress or a reduced budget next year. Think
about how you can remove this negative consequence and substitute a
positive one.
If the performance is simply not rewarded, then think about how you
can recognise and reward success. Often a simple “thank you”
or recognition in front of the group will encourage performance.
- Are there barriers and obstacles to performance? Do they fully understand
what is expected? Consider position descriptions and measurable performance
goals.
Do they lack the authority? The time? The tools? Are there restrictive
policies that should be changed? Are there distractions or less important
demands which can be reduced?
- Does the person have what it takes to learn? Think about whether they
have the physical and mental potential to perform and whether they are
appropriate for the role. So you have already unsuccessfully tried to
address the skill deficiency, addressed the consequences and barriers.
Then you may be faced with the reality that perhaps the job simply isn’t
a good match for this person. In this case you need to either change
the job or change the person. Talk to an experienced employment relations
practitioner to obtain advice in this situation.
Sometimes there might be more than one solution to the
problem in which case you will want to consider the cost in time, money
and resources of each possible solution. Don’t forget to think about
how effective it is likely to be and be aware of your likely return on
this investment.
Catalyst Employment Solutions can help you with any
aspect of performance from ensuring you hire the right people, to effective
induction, performance management processes and disciplinary procedures.
We will work with you to ensure that:
- Your people are deployed effectively in support of your business
strategy
- Your legal risks are minimised
About the Author
Contact Teresa Seux, Catalyst Employment Solutions,
Ph: (09) 302 0048, teresa@catalystemployment.co.nz,
www.catalystemployment.co.nz,
Suite 704B Dingwall Building, 87-93 Queen St, Auckland Central
Teresa has 20 years senior HR management experience in
a wide range of industries including international accounting and legal
firms. Her qualifications include a degree in Sociology and Psychology,
Diploma in Business Studies (Training & Development) and a Certificate
in Personnel Management & Industrial Relations. She is an accredited
member of HRINZ and business mentor.
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