JobMax Management Advice – HR ADVICE CENTRE

Get More Done in twelve Weeks Than Most Do in Twelve Months

In efforts to improve, most companies and individuals search for new idea and strategies. They seek out new marketing techniques, sales ideas, cost-cutting measures, and customer service enhancements, that these approaches will deliver better results.

However, the number one factor preventing individuals and entire companies from achieving what they are truly capable of is not a lack of knowledge, intellect, or information; it’s not some new strategy or idea; it’s not additional training; it’s not a large network of connected people; it’s not hard work, natural talent, or luck. All these do help, all play a part but they are not the things that make the difference.

You’ve heard the saying that knowledge is power . knowledge is only powerful if you use it, if you act on it. it benefits no one unless the person acquiring the knowledge does some thing with it. Great ideas are worthless unless they are implemented. The market place rewards only those ideas that get implemented. You can be smart; you can have access to lots of information and great ideas; you can be well-connected, work hard, and have lots of natural talent, but in the end, you have to execute.

The barrier standing between you and the lift you are capable of living is a lack of consistent execution. Effective execution will set you free; it is the path to accomplish the things you desire.

The Twelve Week Year

One thing that gets in the way of individuals and organizations effectively executing and achieving their best is the annual planning process. As strange as this may sound, annual goals and plans are often a barrier to high performance. This doesn’t mean annual goals and plans don’t have a positive impact. They do. There is no question you will do better with annual goals you will do better with annual goals and plans than without . However, this annual process inherently limits performance.

The trap is annualized thinking, at the heart of which is an unspoken belief that there is plenty of time in the year to make things happen. In January, December looks a long way off, because we mistakenly believe that there is plenty of time in the year, we act accordingly. We lack a sense of urgency, not realizing that every week is important, every day is important, every moment is important. Ultimately, effective execution happens daily and weekly.

Forget about a “year”, because we’re redefining it. A year is now a 12 weeks. That’s right: A year is now a 12 week period. There are no longer four periods in a year: That’s old thinking. Now, there is just a 12-week year, followed by the next 12-week year, ad infinitum. Each 12-week period stands on its own: it is your year.

Execution is the single greatest market differentiator. Great companies and successful individuals execute better that their competition.

The 12 Week Year creates a new endgame date, the point at which you assess your success (or lack thereof). It narrows your focus to the week and, more to the point, the day, which is when execution occurs. The 12 Week Year brings that reality front and centre. When you set your goals in the context of a 12-week year, you no longer have the luxury of putting off critical activities, thinking to yourself that there is plenty of time left in the year. Once 12 weeks becomes your year, then each week matters: each day matters: each moment matters.

The result is profound. Most people experience about a %30 improvement in goal achievement in their first 12 weeks when operating on the 12 Week Year platform. To achieve more in the next 12 seeks than most will in 12 months, simply follow these steps.

1. Set a 12-week goal

Start by establishing a 12-week goal. Annual goals are helpful but lack immediacy and urgency, whereas 12-week goals create focus and urgency.

Focus on what you want to make happen over the next 12-weeks. The goal should be an outcome-income, sales production, dollars saved, pounds lost-and represent significant progress towards your longer-term vision. Limit your goals to a maximum of three, and make certain each goal is specific and measurable.

2. Build a 12-week plan

12-week planning is much more effective than traditional planning because it is more predictable and focused. The key is less more. A 12-week plan embraces the notion “Let’s be great at a few things versus mediocre at many”.

For each goal, you need to identify tactics, the daily and weekly actions that drive its accomplishment. If the goal is the “where” then the tactics are the “how”. Again, less is more. Focus on the critical few. Identify the four or five actions you need to take daily and weekly to accomplish your goal. Those are your tactics.

3. Apply the weekly routine

Having a goal and a plan is helpful, but it’s not enough . The key to your success is executing your plan. To ensure you execute at a high level, adopt the weekly routine. If you do the following three things on a weekly basis you can’t help but get better.

Plan your week

Take a few minutes at the beginning of each week to plan your week. Use your 12-week plan to identify the tactics that are due this particular week. The weekly plan is not a glorified to-do list: rather, it reflects the critical strategic activity that needs to take place this week to achieve your 12-week goals.

Save your week

At the end of each week. score your execution. In the end, you have greater control over your actions than your outcomes. The most effective lead indicator you have is a measure of your execution. Your are scoring your execution, not your results. Calculate a weekly execution score by dividing the number of tactics completed by the number due.

Meet with a peer group

You are seven times more likely to be successful if you meet regularly with a group of your peers. Find two to three other people who are committed and willing to meet for 15 to 20 minutes each week. In your meeting, report on how you’re doing against your goals and how well you’re executing. Encourage and challenge one another.

That’s it-three simple steps. Plan your week, score your week, meet with a group of peers. How easy is that? Do them and you will improve-guaranteed. Here’s the catch: The steps are easy to do, and even easier not to do. Do make a commitment to engage with them for the next 12 weeks and watch what happens.

Five Mistakes New Managers Commonly Make

Most people want to progress in their work, and moving into management is a natural way of doing so. Some step into the new role and prosper. However, many struggle and become disillusioned, possibly stressed, and their performance dips: They’ve made the common mistakes of new managers. Here is how you can avoid making these mistakes.

MISTAKE 1: Not getting clarity on your role

Most people get a job description and may even have a quick chat with their new boss. Few, however take the time to get charity on their role. what the expectations are, and what key results are to be achieved.

SOLUTION: Make an appointment with your boos to be crystal clear on what they expect of you and what you should deliver to be successful in your new position.

MISTAKE 2: Holding onto old tasks

If you have been promoted internally within the same organization, this is a challenge. You may have been very good at certain tasks and really enjoyed some of them.

Be crystal clear on what your boss expects of you and what you should deliver to be successful in your new position.

SOLUTION: If these are not tasks on which your performance as a manager will be judged, pass them on to someone else.

MISTAKE 3: Trying to please everyone

As a manager, you have to make decisions: Some will be popular with everyone, some will be popular with some and unpopular with others, and some will be unpopular with everyone. Accept that your decisions will not be popular with everyone.

SOLUTION: Take what you believe is the right decision based on the facts and information available, not the one that will please everyone.

MISTAKE 4: Not Believing in yourself

We all have our doubts about our skills, knowledge, experience, and personal attributes, but we can choose whether we use them as an opportunity to shrink or grow. When people take up a role as a manager, self-doubt can get in the way of their success.

SOLUTION: Recognize that opportunities to grow always exist, and remember that those who appointed you believe in you, and so should you.

MISTAKE 5: Going for a home fun too quickly

You will probably want to make an impact as soon as you can. You may have had some thoughts or ideas about what you would do and how you would be different when you became a manager. It is easy to fall into the trap of going for a home run too quickly.

SOLUTION: Take it a step at a time. Make small change. As you achieve success, raise the bar and be more adventurous.

When people take up a role as a manager, self-doubt can get in the way of their success.

Someone see your potential to be a great manager. To become one, make sure to avoid making the common mistakes of new managers.

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:

gathering and recording performance data
evaluating that data
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.

5 Simple Ways to Improve Your Human Resources Management Skills

If you’re a small business owner, you may feel that Human Resources Management (HRM) only applies to large companies and corporations. But effective HRM provides strategies for managing employees in any size business. If your business hires employees on any level, HRM policies can help you improve every aspect of recruiting, safety, employee training, hiring and even firing. Gaining new skills in HRM can help you better deal with every aspect of your business’s human resources.

Let your employees work together, share ideas and develop a sense of ownership over their jobs and the workplace. When workers feel free to share ideas, it helps them to be more productive and more effective in their jobs. Give them the freedom to express their thoughts and utilize their creativity whenever you can.

Build relationships with your staff, colleagues and managers. This is done by expressing concern for others, treating people with respect, trusting them to want to do their jobs well, and giving them your full attention when required.

Create an environment that encourages your employees to perform better and recognizes their efforts when they do. It’s easy to overlook a job well done, simply because it’s expected that employees perform adequately. But if you have an employee who has been struggling to improve and she finally makes noticeable progress, let he/her know you noticed. It can help him/her to improve even more just to know you’re aware of him/her efforts.

Learn to communicate clearly, whether in writing or verbally. Communication skills can be learned. In fact, if you struggle in this area, take a few eCourses to help you improve your skills. This is one of the most important things you can do to improve your HRM abilities.

Lead your team by example rather than simply direction. This will help your employees respect you much more because they can see you’re not asking them to perform tasks you’re unwilling to perform.

Recognize what works and what doesn’t work in your HRM and eliminate ineffective procedures. Develop systems for monitoring success and learn to adapt your policies as needed to ensure your business is running as smoothly and efficiently as possible.

How to Manage Your Gen Ys

If you’re like many managers, your employees are increasingly gen Ys who bring valuable qualities to the workplace. they’re willing to work long hours. and they relish working for organizations whose values matter to them.

To attract, retain, and get the most from Gen Ys, create the right kind of work environment. Start by emphasizing your company’s values, reputation, and community involvement to Gen Y job candidates. They often prefer to work on their own schedules, so be fexible about asynchronous work. Where possible, performance management should focus on task completion, not time spent.