 |
 |
|
      
|
Strategy for Employee Performance ImprovementWhen the planning cycle begins for the annual business plan, it is an excellent time to think about improving employee performance. Most firms use some form of performance appraisal. Whether standardized or idiosyncratic, the issues around performance frequently are co-mingled with annual raises and secure employment. Poor performers are referred to training if there is a skill deficit, or the Employee Assistance Program, EAP, if there are personal problems influencing inadequate performance. This article looks at three components of this process: 1. the review process, 2. training and 3. EAP referral. 1. Constructive Performance Confrontation The performance review process presents an opportunity for constructive criticism with the emphasis on constructive. The employee should feel that he or she has the necessary information and ability to correct the problem. The following suggestions should be shared with supervisors. Top Ten Suggestions for Constructive Performance Confrontation:
Sometimes it seems that training is suggested for almost all performance based problems. However, some knowledgeable experts have estimated that problems are training related only 20% of the time. These experts consider the work environment the cause of the other 80%. Over relying on training means the process is perceived as ineffective, and it takes responsibility that belongs elsewhere. Frequent misunderstanding about training’s mission has led to reevaluation efforts. While everyone is familiar with the "end of session" evaluation, more attention is being placed on better research designs that will measure the effects on the business rather than the efforts expended in the classroom. New criteria include pre- and post-training test comparison, measurement of effect three, six, and twelve months after training, and return on investment. When the firm changes the focus of the training department, and probably the name as well, the result will be more attention to development. Training will become known as performance improvement and employee development. This is consistent with employee surveys suggesting that employees want professional development and skills for their next position. Performance problems need analysis to determine what skills are deficient. Then the best techniques can be applied: job aids, feedback mechanisms, change in the work environment, enhanced motivation, culture transition, management efficiencies. The classroom will be supplemented by computer work, outsource offerings and individual employee initiative. As the role of supervisor changes from administering a work unit to coaching the self directed work force, the role of training must change as well. From time to time everyone has personal problems that may intrude into work performance. Most employees of larger organizations have access to an Employee Assistance Program, EAP. If voluntary efforts to correct a problem, whether it is a legal or financial difficulty, substance abuse, familial or behavioral, are unsuccessful, then a mandatory referral is appropriate. For many situations, a word to the employee is sufficient. If an employee is referred, he or she can expose the problem in confidence to a trained counselor and develop solutions. With the employee’ permission, or under terms of mandatory referral, the EAP advises supervisors and managers that the employee is cooperating with the EAP, or not. For the organization, the work must get done. Many employees’ futures rely on the business’s success. While demonstrating concern and caring, the firm must support and encourage the employee to solve his or her problems in a speedy and effective manner. Concerned employers allow time for the revised coping learned in therapy to take hold, and hold the employee responsible for meeting the responsibility of their assignment. Each employer finds a balance between caring for the employee and managing the business.
Assembling the PiecesWhen an employee overcomes his or her performance problems, everyone benefits. Supervision stays on top of the program, the employee learns and acquires the necessary skills, or finds the means to cope. Recruiting and hiring are costly and time consuming. Only one possibility is worse than terminating the employment of a poor performer, that allowing the poor performer to remain a part of your work force.
Expectations of ManagementMost HR managers are aware that employees’ and management’s expectations of each other differ. Management believes workers want increased compensation; workers express preference for appreciation, pleasant work environment and participation in the firm’s activities over simply more money. Workers also have expectations of a good manager:
Six months and CountingAmid considerable concern, the Mental Health Parity Act came into effect on January 1, 1998. You may recall from the Winter issue of the Fauecast Report that there were widely different views of the cost of this requirement. Six months were granted for firms to assess the cost impact of the law. It is now to review. Clearly, allowing employees access to mental health care has great benefits. Considering the relatively low cost of mental health care and the frequency of the need, the cost per employee per year will probably be quite low. If employees have not had access to mental health care before, there may well be an initial surge, followed by reduced utilization.
Nicotine WithdrawalMost businesses encourage their employees to stop smoking. British doctors writing in Nature, a science magazine, report that a side effect of nicotine withdrawal is lack of concentration, and a corollary increase in accidents. If employees quit smoking, extra care is needed; they could get hurt. Lack of concentration is the most recent addition to the list of effects attributed to efforts to end the tobacco habit. Other conditions include moodiness, irritability and cravings.
Return to Newsletter Directory Subscribe to the newsletter in hard copy
|
|
This web site developed and maintained by Impact Associates http://www.impacta.com |
