| If you effectively manage employee
| |
| | help employees improve unsatisfactory
|
| performance, you should be doing more
| |
| | performance. Provide training or
|
| than issuing a performance appraisal or
| |
| | institute other performance-improvement
|
| conducting the requisite performance
| |
| | strategies.
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| discussions. You should be creating an
| |
| | 10. Reinforce positive performance. Give
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| environment that encourages employees to
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| | timely and specific feedback when
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| willingly and continuously give you their
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| | employees meet or exceed expectations.
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| best performance on an ongoing basis. But
| |
| | 11. Give employees opportunities to
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| how do you create this kind of
| |
| | enhance their knowledge, learn new jobs,
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| environment? Here are 15 practices to
| |
| | and expand their abilities. Encourage
|
| start with:
| |
| | participation in formal classroom
|
| 1. Provide information about your
| |
| | training or other types of developmental
|
| organization's practices and procedures.
| |
| | activities.
|
| Ensure that employees understand the
| |
| | 12. Eliminate workflow factors that have
|
| "written" and "unwritten" rules.
| |
| | a negative impact on positive
|
| 2. Provide information about your
| |
| | performance. Consider things like how
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| organization's programs and processes for
| |
| | work is received, how work is
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| advancement, learning, and development.
| |
| | distributed, how work is reviewed, and
|
| Make sure employees have a clear and
| |
| | how work is approved.
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| realistic understanding about what it
| |
| | 13. Eliminate materiel factors that have
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| takes to succeed and excel in your
| |
| | a negative impact on positive
|
| organization.
| |
| | performance. Consider things like
|
| 3. Share your organization's mission,
| |
| | functioning of equipment, availability of
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| vision, and/or values statements. Tell
| |
| | equipment, amount of work, and type of
|
| employees how they help your organization
| |
| | resources.
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| succeed in these areas.
| |
| | 14. Eliminate coworker-related factors
|
| 4. Share your organization's strategic
| |
| | that have a negative impact on positive
|
| goals and group goals. Link employee
| |
| | performance. Take timely steps to address
|
| goals to the achievement of strategic and
| |
| | inappropriate comments, behaviors, or
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| group goals.
| |
| | actions.
|
| 5. Provide clear performance
| |
| | 15. Give employees "ongoing" feedback
|
| expectations. Let employees know WHAT you
| |
| | about performance. Let employees know how
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| expect, HOW you expect it, and WHY you
| |
| | their behaviors impact the achievement of
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| expect it.
| |
| | goals, the workloads of other people, and
|
| 6. Provide timely and appropriate
| |
| | their personal workloads.
|
| training on new jobs and tasks. Ensure
| |
| | Performance Management Is A Continuous
|
| that employees receive the requisite
| |
| | Process
|
| instructions and materials to do a new
| |
| | Think about it. You will not likely get
|
| job.
| |
| | "continuous" positive performance by
|
| 7. Provide timely and appropriate
| |
| | giving employees "one" performance
|
| information about daily tasks, general
| |
| | appraisal and having "one" performance
|
| assignments, or major projects. Ensure
| |
| | discussion. Instead, you have to do
|
| that employees receive the requisite
| |
| | multiple things to ensure that employees
|
| instructions and materials to do their
| |
| | willingly and continuously give you their
|
| current job well.
| |
| | best performance. These things involve
|
| 8. Provide timely and specific feedback
| |
| | giving employees what allows them to do a
|
| about unsatisfactory performance. Tell
| |
| | good job, and eliminating what prevents
|
| employees what went wrong and what they
| |
| | them from doing a good job. That's what
|
| need to do to make it right.
| |
| | performance management is all about.
|
| 9. Take timely and appropriate steps to
| |
| |
|
