Getting More from Your Employees
If you think your workers are motivated without consequences, think again. Being a good leader means providing checks and balances.
"Average" isn't good enough
any more. Not in this competitive environment. Not in this lagging
economy. If you accept average performance from your employees,
you're doing your company a huge disservice.
So why is it then that so many of us
mutely accept mediocre performance? Perhaps because raising the bar
isn't easy. Taking corrective action can be unpleasant. And if you
haven't done any of this before, it may not be clear how or where to
begin.
One place to begin is with the 20-60-20
percent rule. It goes like this: rate the performance of nearly any
employee group, and you'll find the population divides itself into
three categories:
20 percent are strong performers
60 percent are average performers
20 percent are weak performers
You have three possible places to
begin, but which one's most critical? Here's a clue: your strong
performers are already doing fine under your current management, so
don't waste time fixing what isn't broken. We'll come back to them
later.
That leaves your average
performers--your majority--and your weak performers, a smaller but
more dangerous group. Whom do you start with, and what do you do?
The good news is you can kill two birds
with one stone. Research has shown that when you start vigorously
managing your weakest employees, it makes the biggest impact on your
next group up--namely, your average workers.
If you aren't taking action against
underperforming employees--employees who aren't productive, who come
in late and waste time or perhaps don't come in at all--what message
does that send to the average worker?
It tells them that there are no
consequences for performance. Remember, your employees are well aware
of one another's behavior, even if management pretends not to notice.
This fosters a culture of apathy and negativity that drags everyone
down.
On the other hand, if you start holding
underperformers accountable, many of your average employees may just
step it up a notch, all by themselves.
There are a number of ways to manage
poorly performing employees. Start by creating job descriptions and
performance standards for everyone--a step many small employers
wrongly overlook.
Job descriptions are incredibly useful
tools. They tell employees what's expected of them. They give you a
standard for measuring performance, a must when it's raise and bonus
time. And they protect employers against wrongful termination suits,
because now you have a specific tool for documenting problems.
If someone isn't performing well in his
or her job, figure out why. Is it a training issue? If so, make
training available and you may solve the problem. Is this person a
good worker, but poorly suited to his job? Then see if there's a more
appropriate role for him elsewhere in the company. Or does she simply
have very poor work habits? If no matter what you try, you can't
motivate her to improve her performance, you need to do the toughest
thing of all: terminate her.
"Neutron Jack" Welch, the
former CEO of General Electric, is famous for his extreme managerial
practices. In the 1980s, Welch insisted that each year, every
department manager rank his or her personnel and eliminate the bottom
10 percent of workers. His theory was that it raises performance
expectations and keeps everyone--even stellar employees--on their
toes. Fear of losing one's job is powerful motivation.
While Welch's practice was radical,
it's also radical--dangerously so--to keep non-performers on board.
Plain and simple, they are hurting your business! Cut them loose, and
you'll send ripples throughout your organization, shaking up other
non-performers and prodding average employees to aim higher. As a
bonus, you'll boost morale among your top performers, because it
shows that you're paying attention and that you value good work.
According to an old Icelandic proverb,
"Mediocrity is climbing molehills without sweating." If you
want to climb mountains, not molehills, develop a zero tolerance for
mediocrity. Use the 20-60-20 percent rule to keep your employees
moving upward.
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