Category: Management

Management tips, Smart Mangers Tips, Management Advice

Real-Time Performance Reviews

Too many bosses are so fearful of conflict or hurting people’s bad behaviour and poor performance even when it’s detrimental to the organization.

On the list of things that are done for all the wrong reasons in organizations, performance reviews would have to near the top.

They end up being “Check the boxes” exercises that have little influence on performance because they take place after the fact the typical performance review is the equivalent of landing an airplane and asking, “Now, where are we?” It’s a little in the game for that question.

One of the worst things about reviews is the use of numerical values to rate performance. You have probably met more than one manager who refuses to give the highest rating to anyone using the excuse, “I don’t believe in giving perfect scores.” Recently an employee of a major corporation related the bizarre example of this attitude he experienced in his most recent performance review. After the end of the evaluation, his manager said. “Nobody scores that high!” and then proceeded to lower the employee’s scores.

If the scale is 1 to 5 and no one ever gets a 5. then that means you ‘re a lousy manager. Why can’t the people who report to you ever hit the mark? What’s sad is that the boss who is afraid to acknowledge that someone has met or exceeded expectations never understands why people quit trying to meet or meet expectations, If you never give 5 (or even a 4) when it’s deserved, you create a culture where 3 becomes your standard of excellence. Mediocrity is not only acceptable, it’s as good as it gets.

On the flip side is the failure to let someone know that they’re just not getting the job done. Too many bosses are so fearful of conflict or hurting people’s feelings that they ignore bad behaviour and poor performance even when it’s detrimental to the organization. Once people understand that no one will ever call their hand when they fail to meet expectations, the tail starts wagging the dog. Guess what happens when a supervisor gives a 3 or a 4 when the employee deserves to be shown the door? Pretty soon you end up with a group of employees that makes the three stooges look competent.

The annual review is not going to go away, but the real performance review should be taking place in real time every day. Good or bad performance needs to be recognized immediately and consistently. The manager’s role should be like that of a fight instructor. The employee’s role is like that of a student. The instructor and student fly side-by-side.

CLEARLY DEFINE EXPECTATIONS

First there has to be a flight plan with clearly defined expectations. To establish the plan, as manager you should ask your employees to complete a list of expectations of their job from their perspective. This should include what they believe their responsibilities are and what authority they possess. You should do the same from your perspective, Then, set up a discussion to reconcile the two lists until both are in agreement. You also need to learn what the employees believe they need from you to successfully do their job.

MEASURE BEHAVIOUR, VALUES, AND SKILLS

As well as establishing these expectations, you should complete assessments to measure behaviour, values, and skills required for the job. Then your employees should complete corresponding assessments to see how they compare. This establishes a benchmark that helps you understand their strengths and helps you understand how to capitalize on these strengths. It also identifies areas that need strengthening. It’s important to remember that the employees have to be a good behavioural fit for the job. No amount of coaching can remake people into something they are not.

COMMUNINCATE CONSTANTLY AND CONSISTANTLY

Now, that there is a fight plan in place. It is your responsibility to provide a system and process for constant and consistent communication. You have to coach the employees, not just evaluate their performance to keep the plane on course. In my first job out of college, my sales manager called me every Monday morning. His questions included: “What’s going on?” How are doing? What can I help you with?” This provided him with what he needed to know to help me do my job. It provided me with the help I needed do my job.

PROVIDE SPECIFIC FEEDBACK

When employees meet or exceed expectations. tell them they are on course. Be specific. There is nothing in the world that will inspire them more to keep doing  a great job than to hear from the boss that you are doing a great job. The only exception is when those words are either insincere or untrue.

When employees fail to meet expectations, you need to tell them that they are off course again, be specific. If they don’t hear what you need to improve on, the only assumption to make that they are doing what you should be doing — or you don’t  care what they do. I know of a case where employees describe their manager as a wonderful person but do not think he is a good manager. They like him but dislike working for him because he gives them no direction. They feel like they are flying blind. This creates a high level of anxiety for the employees and the manager.

CHOOSE YOUR DIRECTION

Employees need and want direction. How and when it is done is what makes the difference — for the employee, for the boss, and for the organization. Like flying a plane, reviewing performance should be a matter of constant course adjustments.  If you wait until the end of the flight to make adjustments to the course, you will always be disappointed with where you land. Worse yet, someone else will probably be sifting through the wreckage to figure out why the plane crashed.

How To Increase The Productivity of Temporary Workers

You have determined that a specific project or work in one of your departments could benefit by hiring a temporary rather than permanent  employee. Follow this advice to increase efficiency and productivity.

Determine needs

First meet with managers and others who will be working directly with the temporary worker (temp) to determined required skills, duties, and responsibilities. Knowing these will help the agency you select to find the best person for you.

Work with an agency

When possible, contact agencies that specialize in your type of business to get the right person for the position.

Work with the agency to determine salary ranges. Because temps will be facing new environments and unusual challenges, experience is always desirable. This usually comes at a price, but is almost always worth it.

Orient the employee

Before the temp arrives, prepare an orientation guide to help get them up and running. include all the little things your regular employees have become used to, such such as working hours, check-in and check-out procedures, break and lunch  schedules, safety regulations, names of managers and co-workers, and the names and contact information for direct supervisors, Take advantage of orientation brochures provided by the agency that assigned the temp: These often offer insightful suggestions for bringing temps up to speed quickly.

Do not leave the new worker alone the first morning, lest they become disoriented in their new environment. Assign a co-worker, preferably a long-time employee “mentor”, to give the temp someone to ask questions of and look to for input.

If your temp is required to operate equipment or to undertake specialized duties, make sure that a regular employee will be available right away to train or help them. Remember to plan and co-ordinate the schedules of all employees improved.

Set up lines of communication so the temp can get answers to questions quickly. Just because a temp doesn’t ask questions, don’t  assume they are completely on top of the job. Have managers or supervisors contact temps frequently to monitor progress and to make sure the temp is not being overwhelmed. Temps often feel that much more is expected of them because of the short term of their employment to demand that a temp become completely competent in a week when a full-time employee takes several months.

Look at permanent possibilities

If permanent employment may be available to a temp, inform the agency at the start of your relationship. Some temps will be eager for the opportunity, while others will know that they can’t take advantage of such an offer. Talk with the temp when they arrive and set up parameters so they know exactly what they need to accomplish to be considered.

Bringing temps on board can be a great solution to your business for short-term projects, seasonal up-ticks in business, or a variety  of other reasons. You never know: that temporary employee might turn into your next superstar!

How to Prevent Injuries and Illnesses At Your Workplace

As an employer, you are responsible for maintaining a safe and healthy workplace. A safety and health management system, or safety program, can help you focus your efforts on improving your work environment.

Whatever you call it, your plan describes what the people in your organization must do to prevent injuries and illnesses at your workplace.

Your organization will have its own unique system, reflecting your way of doing business, the hazards of your work, and how you manage the safety and health of your employees. If you manage a small business in a low-risk industry, your system may simply involve listening to your employees concerns and responding to them. However , a large business in a hazardous industry may have notebooks full of written policies and procedures and a full-time safety director.

What’s most important is that your system works for your organization. It’s up to you to decide how best to operate a safe and healthy workplace, and to put your plan into practice.

WHAT MAKES A SUCCESSFUL SYSTEM?

A successful system will be part of your overall business operation, as important as the other things you do to succeed in business. Successful safety and health systems have the following in place.

  • Managers committed to making the program work
  • Employee involved in the program
  • A system to identify and control hazards
  • Compliance with safety and health  regulations
  • Training on safe work practices
  • Mutual respect, caring, and open communication in a climate conducive to safety
  • Continuous improvement

Take a look at your safety and health system: Some components may be strong; others may need to be strengthened. The following sections describe the key factors and give ideas about how to make them part of your program. Use them as a practical guide to adapt to your needs. Because small business often cannot afford in-house safety and health professionals, you may need help to set up your system.

1. Make a commitment

Put as much as energy into your commitment to safety and health as you put into any other important part of your business. Make sure to include workplace safety and health in your business plan and integrate it into all facets of the business.

  • Write a policy that emphasizes the importance you place on workplace safety and health.
  • Commit the resources (time, money, personnel) needed to protect your employees.
  • Begin meetings with a safety topic.
  • Encourage employee participation in safety and health.
  • Let your employees know you expect them to follow safe work practices, and follow them yourself.
  • Respond to all reports of unsafe or unhealthy conditions or work practices.
  • If injuries or illnesses occur, make it your business to find out why.
  • Go beyond the regulations; address a;; hazards, whether or not they are covered by laws.

2. Involve employees

In a safe and healthy workplace, employees have a stake in the success of the program- safety and healthy is everyone’s responsibility. For your program to succeed, actively encourage employee involvement. Hold people accountable and make sure every one does their part.

  • Establish an active workplace safety and health committee.
  • Make daily safety inspections part of some employees’ jobs.
  • Keep employees informed about safety inspections, injury and illnesses statistics, and other safety related issues.
  • Give everyone a meaningful activity that supports safety.
  • Value employee input and feedback: Employees often know more about safety problems and solutions then managers do.
  • Make sure employees help review and improve the program.
  • Hold employees accountable: Include safety and health responsibilities in job descriptions, and make following safe work practices prat of performance evaluation. Set safety goals and hold everyone accountable. Discipline employees who behave in ways that could harm themselves or others. Establish a clear system for reporting hazards, injuries, illnesses, and close calls. Recognize employees who contribute to keeping the workplace safe and healthy.

 3. Identify and control hazards

Before you can control hazards, you need to know what they are. These are some ways to identify safety and health hazards:

  • Review records of accidents, injuries, illnesses, and close calls.
  • Review health and safety logs, first aid logs, workers compensation reports, complaints, and close calls.
  • Look for trends or common factors in: Kinds of injuries or illnesses. Parts of body. Time of days/shift. Location. Equipment. Protective equipment. Department.
  • Survey employees.
  • Review inspection reports from enforcement inspections, insurance surveys, or consultations.
  • Learn the safety and health regulations that apply to your workplace.
  • Inspect your workplace for safety and health problems, current and potential: Use checklists to locate dangerous conditions. Watch employees at work to spot unsafe work practices. Perform a job hazard analysis. Conduct air and noise sampling where exposures exist.

Once you know the hazards, decide how to control them:

  • Prioritize the hazards you found: Which are most likely to cause serious injury or illness? Which can you fix immediately? Do you have make long-term plans to correct some of the hazards?
  • Make a plan to correcting the hazards: Conduct a job hazard analysis to identify how best to correct the hazards. Find out best practices from companies in your industry.
  • Correct the hazards: Engineering controls eliminate the hazards through safe tools, facilities, and equipment. These are the best controls. Administrative controls don’t remove the hazards, they reduce exposure by changing the work practices, such as rotating workers, rest breaks, and training programs. Personal protective equipment(e.g. gloves or safety shoes) puts a barrier between the employee and the hazard. If you use personal protective equipment, you have to assess  the hazard beforehand and train employees the right way to use it.
  • Evaluate the changes to ensure they have corrected the problem and not created other hazards. And periodically re-survey the work environment and work practices.

4. Comply with regulations

Identify the regulations that apply in your workplace and comply with them:

  • Develop required programs.
  • Maintain a safety and health log if required for your business.

5. Train Employees

Train personnel about the hazards they may be exposed to at work and how to protect themselves. Keep records of all training. Provide:

  • General safety orientation for new employees and employees starting new jobs, including company safety and emergency procedures.
  • Specific training on the hazards of their jobs and how to do their jobs safety. Many safety and health standards include specific training requirements.
  • Retraining: as required by the standards. When jobs change. When employees return from long absences. As needed to ensure employees know how to do their jobs safety.

 6. Support a culture of safety

Workers hold safety as a value, they actively care about themselves and others. Mutual respect is the norm.

  • Establish effective two-way communication. Respond to the needs and concerns of workers.
  • Make sure management goes beyond the regulations to ensure a safe workplace.
  • Encourage workers to go beyond the call of duty to ensure a safe workplace.
  • Support a work environment that fosters trust, creativity, and general well-being.
  • Celebrate your success with recognition programs.

7. Continually improve your system

Review your program’s strengths and weaknesses. Does it accurately reflect how you want to manage safety and health?

  • Review annually and as needed.
  • Investigate accidents, injuries, illnesses, and close calls as they occur.
  • Conduct frequent (daily, weekly as needed) inspections of specifics equipment and processes.
  • Evaluate your injury and illness statistics.
  • Document all your safety efforts.
  • Review new and changed processes. materials, facilities, and equipment for hazards (change analysis).
  • Ensure hazard correction systems are in place and working.
  • Evaluate effectiveness of training.
  • Listen to your staff: Do employees know the hazards of their jobs and how to work safety? Are managers enforcing safe work practices and praising safe behaviour?

Why Emotional Intelligence is Important

For most people, emotional intelligence is more important then one’s intelligence to attain success in their lives and careers. As individuals, our success depends on our ability to read other people ‘s signals and react appropriately to them. Therefore, each one of us must develop the mature emotional intelligence skills required to better understand, empathize, and negotiate with other people, particularly in our global economy. Otherwise, success will elude us in our lives and careers.

“Your EQ (emotional intelligence quotient) is the level of your ability to understand other people, what motivates them and how to work co-operatively with them,” says Howard Gardner, the influential Harvard theorist.

UNDERSTANDING THE FIVE CATEGORIES OF EMOTIONAL INTELLIGENCE

1. Self-awareness:

The ability to recognize an emotion as it happens is the key to your EQ Developing self-awareness requires tuning in to your true feelings. If you evaluate your emotions, you can manage them. The major elements of self-awareness are:

  • Emotional awareness: your ability to recognize your own emotions and their effects
  • Self-confidence: sureness about your self-worth and capabilities

2. Self-regulation:

You often have little control over when you experience emotions. You can, however, have some say in how long an emotion will last by using a number of techniques to alleviate negative emotions such as anger, anxiety, or depression, often recasting a situation in a more positive light. Self-regulation involves:

  • Self-control: managing disruptive impulse
  • Trustworthiness: maintaining standards of honestly and integrity
  • Conscientiousness: taking responsibility for your own performance
  • Adaptability: handling change with flexibility.
  • Innovation: being open to new ideas

3. Motivation

To motivate yourself for any achievement requires clear goals and a positive attitude. Although you may be predisposed to be negative, you can with effort and practice, learn to think more positively. If you catch negative thoughts as they occur, you can re-frame them in more positive terms, which will help you achieve your goals. Motivation is made up of:

  • Achievement drive: your constant striving to improve or to meet a standard of excellence
  • Commitment: aligning with the goals of the group or organization
  • Initiative: readying yourself to act on opportunities
  • Optimism: pursuing goals persistently despite obstacles and setbacks

4. Empathy

The ability to recognize how people feel is important to success in your life and career. The more skilled you are at discerning the feelings behind other’s signals, the better you can control the signals you send them. An empathetic person excels at:

  • Service orientation: anticipating, recognizing, and meeting client’s needs
  • Developing others: sensing what others need to progress and bolstering their abilities
  • Leveraging diversity: cultivating opportunities through diverse people
  • Political awareness: reading a group’s emotional currents and power relationships
  • Understanding others: discerning the feelings behind the needs and wants of others

5. Social skills

Developing good interpersonal skills is crucial to success in your life and career. In today’s cyber culture, you can have immediate access to technical knowledge. Therefore, you must possess a high EQ to better understand, empathize, and negotiate with others in the global economy. Among the most useful skills are:

  • Influence: wielding effective persuasion tactics
  • Communication: sending clear messages
  • Leadership: inspiring and guiding groups and people
  • Change catalysis: initiating or managing change
  • Conflict management ability: understanding, negotiating and resolving disagreements
  • Ability to build bonds: nurturing instrumental relationships
  • Collaboration and co-operation: working with others toward shared goals
  • Team building: creating group synergy in pursuing collective goals

How well you do in your life and career is determined by both IQ and EQ. IQ alone is not enough; EQ also matters. In fact, psychologists generally agree that among the ingredients for success, IQ counts for roughly 10% (at best 25%); the rest depends on everything else-including EQ. A study of Harvard graduates in business, law, medicine, and teaching showed a negative or zero correlation between an IQ indicator (entrance exam score) and subsequent career success.

 

Tips for Conducting Employee Evaluations

Employee evaluations are among the most difficult staff management aspects of any supervisor’s job. Even if you’re a seasoned professional accustomed to conducting regular performance reviews, judging your employees’ performance and communicating your findings to them can be stressful – especially with anxious employees. And if you’re new to the job or the company, being the “newbie” who delivers feedback can pose an extra challenge.

It’s important to recognize employee evaluations for what they are: opportunities to have a dialog about progress and performance in a one-on-one setting. They’re valuable tools that allow supervisors to acknowledge improvements in an employee’s performance, as well as his individual contributions to a company’s success. When necessary, it’s also the time to discuss areas where an employee could improve and offer suggestions to do so. An employee gains insights into his supervisor’s perception of his performance and receives acknowledgement for his achievements. This is his chance to discuss strengths and weaknesses, and to see how his progress fits into his overall professional goals.

The Evaluation Procedure

Though frequency and methods vary from company to company, evaluation procedures generally consist of three steps:

  1. gathering and recording performance data
  2. evaluating that data
  3. communicating findings to the employee

As a supervisor, you possess the key to making evaluations a success: superior communication skills. It’s your responsibility to lead the conversation and ensure its tone is optimistic, objective and open in order to foster a cooperative atmosphere that allows both parties’ points to be expressed effectively.

Evaluation Tips

Some companies provide supervisors with strict guidelines on performance evaluation; others allow managers to implement those techniques they deem most fit.

Whatever the situation, you can streamline your procedure and make it more effective.

  • Decide on an evaluation system. Depending on your field, employees’ performance measurements may vary from sales numbers and production output to customer satisfaction ratings and client retention. Determine the most telling aspects of performance assessment for the situation and decide how, and how often, to gather data. For example, if you’re a sales manager, you can keep daily records of each employee’s sales and review them each quarter.
  • Let your employee know she’s being evaluated. Always inform the employee that she’s being evaluated. Explain to her what aspects of his performance are under review; how you will gather data; and how often you will evaluate.
  • Keep records diligently. Most companies have tracking systems to record certain aspects of performance such as sales or project completion. However, you can also note numerous small and large things on a daily basis. Did a certain employee provide a solution to a problem that had the rest of the team stumped? Did he go out of his way to finish a monthly report on time? Did she work effectively with another colleague to develop a more streamlined workflow? Keep a weekly or monthly file on each employee with notes on both positive and negative observations.
  • Ensure the evaluation is an accurate reflection of the entire term. When you track an employee’s performance and review your files on a regular basis, you’ll be in a better position to present a comprehensive review with accurate feedback during actual evaluation meetings. Don’t make the mistake of focusing solely on the last week or month before the meeting.
  • Don’t let personality get in the way. Whether you get along with the employee or not, you should never let personality differences get in the way of an objective assessment. You should review only behaviors, actions and performance. Whether you appreciate the employee’s sense of humor or shyness is irrelevant. Maintain a professional attitude and present your findings in an objective manner from the company’s point of view. If you observe yourself or the employee becoming frustrated, upset or angry, reiterate the objectives of the review, suggest a short break and resume the meeting when both parties are calmer.
  • Keep the tone constructive. Negative feedback is never easy to deliver or receive, so deliver yours in the most positive manner possible. Refrain from comparing the employee’s performance to that of a colleague; instead, use company goals as a benchmark.
  • Leave room for dialog. A performance review isn’t a one-way street. Allow the employee to his voice concerns and observations, as well as his short- and long-term objectives. In addition, ensure there’s room for the employee to add to your review if necessary. For example, if you’ve omitted to note actions or achievements the employee valued highly, make sure he has room to communicate them. When both parties understand what achievements the other values and what the respective goals are, it becomes easier to determine an effective workflow.

A smart supervisor knows how to get the best out of her people at all times. With a strategic approach to employee evaluations, you create a win-win for your company’s objectives and your employees’ careers.