| To get - and keep - your employees performing | | | | motivated to do what you want them to do. |
| at peak levels while you are around and especially | | | | When they perform well, they get a great |
| while you are gone, requires a focused, | | | | positive benefit! This takes care of one half of the |
| systematic approach. | | | | third reason they do no do what you want them |
| There are three basic elements of any effective | | | | to do - it makes them more comfortable doing it. |
| employee management program. And using just | | | | 3. ACCOUNTABILITY |
| one or two of the three is like trying to balance a | | | | This includes both informal and formal |
| stool or table on just one or two legs - it is going | | | | performance evaluations, a secret shopper |
| to fall over unless you are willing to stand around | | | | program, and a progressive disciplinary action |
| and hold it up. | | | | process. |
| Do you have all three in place in your business? | | | | Accountability takes care of the second part of |
| 1. SKILLS TRAINING | | | | the third reason they do not do what you want |
| This includes having an employee manual that sets | | | | them to do - it makes them more uncomfortable |
| your non-negotiable standards, sales and product | | | | when they do no perform well. Using |
| training, individual coaching, continuous training in | | | | accountability tools lets you turn up the heat |
| staff meetings, and advanced training programs. | | | | when you have got an employee that is no doing |
| Skills training takes care of the first two reasons | | | | what you want them to do. |
| why people do not do what you want them to | | | | Even your very best employees - the ones who |
| do - they do not know what to do and they do | | | | always do what you want them to and MORE - |
| not know how you want them to do it. | | | | will benefit from this kind of systematic approach. |
| 2. REWARDS | | | | They will be better than ever! |
| This includes performance-based raises, a bonus | | | | And the problems on your staff will either shape |
| program that is tied to the success of the | | | | up - or ship out. |
| company, games, spiffs, benefits packages, and all | | | | Just imagine if all your employees were like your |
| the other perks of working in your company. | | | | best employees and they all did exactly what you |
| Giving rewards makes your employees extremely | | | | wanted them to do... |