| When Setting Expectations for Employees, | | | | to boost skills in needed areas of performance. |
| Establish the Right Outcomes | | | | Human Resources professionals can assist by |
| According to the book, First, Break All The Rules: | | | | problem solving with managers who seek ideas |
| What the World’s Greatest Managers | | | | for managing around weaknesses. You can make |
| Do Differently, Compare Prices great managers | | | | certain individual strengths are nurtured and that |
| assist each individual to establish goals and | | | | people have the opportunity to use their talents in |
| objectives that are congruent with the needs of | | | | their jobs. You can design reward, recognition, |
| the organization. They help each employee define | | | | compensation, and performance development |
| the expected outcomes, what success will look | | | | systems that promote a work environment in |
| like upon completion. Then, they get out of the | | | | which people feel motivated to contribute. |
| way. | | | | Consider the advice of the book's great managers |
| In my experience, most work is performed by | | | | who recommend, “spend the most time |
| people who are not under the constant | | | | with your best people.†|
| supervision of a manager. Given this fact, it | | | | Find the Right Job Fit for Each Person |
| makes sense to let the employee determine the | | | | A manager’s job is not to help every |
| right path to walk to accomplish her objectives. | | | | individual he employs grow. His job is improving |
| Performance AppraisalsFree Guide To Productive | | | | performance. To do this, he has to identify |
| Employee Performance | | | | whether each employee is in the right role. |
| Appraisals.www.inforambler.com | | | | Additionally, he needs to work with each person |
| She will undoubtedly choose the one that draws | | | | to determine what “growing in his |
| upon her unique talents and ability to contribute to | | | | role,†and thus his ability to contribute to |
| performance. The manager will want to establish | | | | performance within the organization, means. |
| the critical path and the check points for | | | | For some people, this may mean reaching for a |
| feedback, but to micromanage the employee is a | | | | promotion; for others, it means expanding the |
| mistake. The manager will drive himself crazy and | | | | current job. Traditionally, people felt the only |
| lose good people who feel he doesn’t | | | | growth in the work place was |
| trust them. | | | | “up†the promotional ladder. |
| Human Resource professional can support this | | | | This is no longer true, and I doubt if it was ever |
| approach to management by coaching managers | | | | best practice thinking. Buckingham and Coffman |
| in more participative styles. You can establish | | | | state, “create heroes in every |
| reward systems that recognize managers who | | | | role.†Remember The Peter Principle |
| develop the abilities of others to perform and | | | | (Compare Prices), a book which maintains that |
| produce stated outcomes. You can promote the | | | | individuals are promoted to their level of |
| establishment of organization-wide goals to drive | | | | incompetence? |
| performance. | | | | The Human Resource professional must maintain |
| When Motivating an Individual, Focus on Strengths | | | | a thorough understanding of positions and needs |
| Great managers appreciate the diversity of the | | | | across the organization, to help each individual |
| people in their work group, state Buckingham and | | | | experience the right job fit. Familiarize yourself |
| Coffman. They recognize that “helping | | | | with the talents and capabilities of each person in |
| people become more of who they already | | | | your organization. Keep excellent documentation |
| are,†since each person has unique | | | | of testing, job applications, performance |
| strengths, will best support their success. | | | | appraisals, and performance development plans. |
| They focus on an individual’s strengths | | | | Develop a promotion and hiring process which |
| and manage around his weaknesses. They find | | | | supports placing people in positions that |
| out what motivates each staff member and try | | | | “fit.†Establish career |
| to provide more of it in his work environment. As | | | | development opportunities and succession plans |
| an example, if challenge is what your staff person | | | | that emphasize “fit†over |
| craves, make sure he always has one tough, | | | | experience and longevity. |
| challenging assignment. If your staff member | | | | As a Human Resources professional, if you can |
| prefers routine, send more repetitive work in his | | | | assist the managers and supervisors in your |
| direction. If he enjoys solving problems for people, | | | | organization to understand and apply these |
| he may excel in front-line service. | | | | concepts, you'll help create a successful |
| Compensate for staff weaknesses. As an | | | | organization of strong, talented contributing people. |
| example, you can find the employee a peer | | | | And, isn't that the type of workplace you'd like |
| coaching partner who brings strengths he may | | | | for yourself as well? |
| lack to an assignment or initiative. Provide training | | | | |