Performance Tri
Review the performance of employees - a formula to clarify performance expectations
If you struggle with giving employees a clear explanation about their expectations are not alone. In the area of performance management, a broad debate about the debates abound performance. So the next time you find yourself struggling to explain what you do or do when it comes to performance, try the following KISS (K eep, I mProve, Pie S, S up) method. It contains a series of questions to help you think critically about their expectations.
K - Things to K eep employees doing:
• What things do employees exceptionally well?
• Where to exceed the expectations of employees?
• Where employees are performance satisfactory?
EXAMPLES: Keep a master list of all the smaller jobs and tasks that need to be treated for a period of several weeks, giving priority to different jobs and activities, or group of similar items and management of several things in a visit or call.
I - The things that employees want mProve:
• Where can employees do about it?
• In what areas employees have to go the extra mile?
• Where are the employees doing some things right and some things not so well?
EXAMPLES: Looking for ways to streamline tasks, using checklists or other methods to standardize the organization of routine tasks, or writing out a regular plan workload including time estimates for specific tasks.
S - The things that employees want to make S tart:
• What actions do employees need to start taking?
• What are the employees with a view completely?
• What are fully employed doing?
EXAMPLES: The analysis of unnecessary interruptions and systematic Working to reduce or eliminate them; of planning time each day to make the most important tasks or together with others to coordinate activities where necessary.
S - Things you want employees to S up by:
• What to do employee adversely affect their performance?
• What do employees adversely affects the performance of other employees?
• What do employees which impacts negatively on the computer, office, or organization?
EXAMPLES: Waiting until the last minute to start to work on homework, putting off unpleasant or difficult tasks for the tasks that are easier or more convenient, or the establishment of unrealistic deadlines and time estimates.
Remember, employees can not give what you want if it is not clear what he wants. Moreover, when it comes to improving performance, employees do not always know what they need to do to improve. This approach can help formulate your thoughts more effectively, the structure of their conversation, and communicate their expectations. It could also give their employees some ideas.
About the Author
Barbara Brown, PhD shows managers how to improve employee performance by linking performance to results. She publishes handbooks that contain phrases for discussing performance. Handbook topics include Linking Time Management To Results, Linking Customer Service To Results, and others. Dr. Brown also offers E-Courses and E-Consulting as well as onsite training and consulting.
Website: http://www.LinkToResults.net
Email: Barbara@LinkToResults.net Blog: http://www.LinkToResults.net/blog
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