Improving Employee Performance
Imagine this: your ship is sailing smoothly, but suddenly, a storm hits. You need every crew member to know their exact role, but there’s chaos because no one has clear instructions. This scenario is eerily similar to what happens in organizations where employees don’t have clear, documented goals. Without these goals, your team is adrift, and you, as a manager, are left scrambling to steer the ship. The stakes are high—if you don’t master this essential management tool, you risk your team’s productivity and your organization’s success.
Let’s dive into why setting and documenting employee goals is non-negotiable. Imagine an employee doing great work, but suddenly, a performance issue arises. It would be best to refer back to their goals, but you have no documentation. You're in a precarious position without proof of what was agreed upon. This is why you must have your employees sign their goals, whether through a virtual system like Workday or a physical document. Documentation is your lifeline; the record can save you when you least expect it.
Setting goals is not just about jotting down tasks; it’s about strategic alignment and clear communication. The first challenge is ensuring these goals are set during one-on-one meetings. Don’t announce individual goals in a group setting or send them via email initially. The first communication should always be face-to-face, whether in person or through a virtual meeting platform like Teams. This personal interaction allows for immediate questions and clarifications, ensuring that employees fully understand their objectives.
For example, consider a scenario where an employee aims to improve their sales numbers by 20%. You sit down with them, discuss the specifics, and make sure they understand the strategies they need to employ. This conversation is critical because it ensures the employee feels supported and clear about what is expected of them. After the discussion, they sign the document, making the agreement official and binding.
Once goals are set, regular check-ins are vital. A good practice is to review the progress of these goals monthly. Use your key performance indicators (KPIs) to monitor their progress. If an employee is on track, the meeting can be brief—a quick acknowledgment of their progress and encouragement to keep up the excellent work. However, if an employee is struggling, another one-on-one meeting is necessary to diagnose the issue. And again, it is critical to document these one-on-ones in the event you must terminate the employee.
Imagine you have a sales team member who isn’t meeting their targets. During the check-in, you discover they’re struggling with time management. This insight allows you to offer targeted support, such as time management training or mentorship. By addressing the issue early, you prevent it from becoming a more significant problem and help the employee get back on track.
When an employee is not meeting their goals, it's crucial to identify the root cause. It could be a lack of understanding, insufficient training, or simply not meeting the job's requirements. As a manager, it’s your job to provide additional training and set clear expectations. Document this process thoroughly and have both parties sign off on the updated goals and training plans.
For instance, if an employee consistently fails to meet their sales targets, a retraining session might be necessary. During this session, you go over their strategies, offer new techniques, and set clear, achievable milestones. Document everything, and have the employee acknowledge and sign the updated plan. This ensures that there’s a clear record of the steps taken to help them improve.
The Mandatory Quarterly Reviews
Quarterly reviews are non-negotiable. Regular performance reviews help track progress and address issues before they become significant problems. If an employee continues to miss their goals despite additional training and support, it may be necessary to consider more formal performance management steps, such as an Individual Development Plan (IDP) or even termination.
Let’s say an employee continues to struggle with their goals despite multiple retraining sessions. During the quarterly review, it’s time to discuss more serious consequences. You outline an IDP, detailing specific areas for improvement and additional support. You also clearly state that if there’s no improvement by the next review, termination might be necessary. This transparency ensures the employee understands the gravity of the situation and what’s at stake.
Throughout this process, documentation is your best friend. Keep detailed records of all training sessions, goal-setting meetings, and performance reviews. This documentation serves as evidence that you’ve made every effort to support your employee’s success. It’s also critical in situations where performance issues may lead to demotion or termination. You do NOT want to find yourself in a lawsuit where you do not have any sort of documentation.
Always align your actions with your company’s policies. Consult your HR department for guidance, especially when dealing with performance issues. HR experts can provide the necessary steps for implementing IDPs, additional training, or other performance improvement strategies. If you’re managing a startup or your own business, you might need to make tough decisions more swiftly due to budget constraints.
Being a manager involves making difficult decisions and providing support to your team. By setting clear goals, conducting regular check-ins, and maintaining thorough documentation, you can ensure that your team members have the best chance to succeed. Remember, effective performance management is key to fostering a productive and motivated workforce, ultimately driving your organization’s success.
