Building Employee Performance Plans

Often leaders are certain employees know what is expected of them only to find out during performance reviews or discussions that the employee was not well informed of the expectations for performance and behavior.

It is recommended that leaders take the time to build performance plans for each job description they are responsible for.

In our Supervisor Boot Camp, the manager is taught how to put the Coaching for Excellence model to work. 

The model first calls for creating performance expectations.

 

This does not have to be done in a vacuum; instead, ask for and seek input from employees. Use the job description as a guide. Standards and expectations are about the requirements for each job position. It’s about the conditions that must exist before performance can be rated satisfactory. Performance standards and expectations are important because they minimize ambiguity and they allow for more objectivity when providing feedback during a coaching session or during a performance review. Expectations can include rules, outcomes and tasks. Once the expectations have been created the next step is to effectively communicate them.

Expectations have a powerful impact on our performance. Expectations have a direct link to behavior and outcomes. One of the most common reasons for low employee morale and performance is poor communication of work expectations. Expectations are the basis for developing a written, negotiated employee performance plan. Expectations are consistently a part of training and coaching. 
 

Expectations need to be conveyed in writing. When the leader fails to provide a written list of expectations because the assumption is the employee knows what is expected, we cannot be surprised when those expectations are not met. 

It is best if everyone in the company is clear about the overall strategic plan and company goals. Employees need to see how their responsibilities and expectations contribute to the company’s goals. The leader’s job is to communicate expectations clearly and not allow assumptions room to grow. 

Still learning,

Honey

www.interaction-training.com

                                     

                               

Yikes, I Hired the Wrong Person!

--> Hiring a misfit can be disastrous on many levels.  The whole culture of your workplace can be affected.  Good employees may leave out of frustration. The new hire can cause havoc and make costly mistakes.  And you may be charged with firing the one you hired. 
Avoid bad hires by taking the time to prepare for interviews and recruiting the most suitable candidates.

Your first order of business is to write a thorough job description including as much as you can on what will be required of the employee.  You will never hire the best fit for the job if you don’t have a clear idea on what is needed. 

After you have a good job description then you need to find candidates.  Gather input from team members, other staffers and trustworthy industry contacts.  A highly successful approach in choosing new hires is the APPEAL formula – Assess, Prepare, Probe, Evaluate, Agree, Launch.  This same formula can be applied when promoting or reassigning an employee.  

By applying the APPEAL formula, interviewers will become better prepared as they probe with better questions that result in better answers enabling interviewers to evaluate more effectively how well the prospective new hire will match up with the job and the company. 

Put the time in on the front end so you don’t end up with an employee that upsets your team.
I have a previously recorded webinar you will find helpful on Managing & Motivating Your Team.  Check it out.

Still learning.
Honey
www.interaction-training.com