Employee Performance Creating Good Performance through Praise The credo of the managing and supervising people rests on the implementation of three ideas, namely: the need to establish clear-cut goals, the need to praise good performance, and the need to reprimand people when their performance fails to contribute to the attainment of commonly agreed goals. These three basic ideas were highlighted in the best selling book ‘The Effective manager’ by Kenneth Blanchard. Let’s look at how the technique of giving praise can be used by the manager to improve morale and increase productivity. You may feel that the act of praising good work is enough in itself but, you may be missing vital opportunities to extend and enhance your employee’s motivation and output. First things first - Goal setting All good performance starts with clear goals. If you don't know where you are going, any road will get you there. This is fundamental to the process of managing and directing people’s behaviors positively. If we were going to improve the performance of people the simplest and easiest way would be to make sure people have clear goals. It is amazing how often people are told about the power of goal setting, yet how few times there is agreement between what a person says their job involves and what their manager says it involves. Goals still tend to be set in organizations after someone does something wrong or doesn't do what is expected. Then the goal is made clear. The secret of goal setting is simply to agree on your goals upfront so that you both agree what actions will accomplish the objective. Make sure your goals are written to avoid future confusion. Identify what the present level of performance is on each goal and then what level is desired. The discrepancy between the actual and the desired goal becomes the area for improvement. It also gives a measure that you can assess how the goal is being achieved against time. Choose a deadline for reaching that new level. Praising the individual There really cannot be enough written about the importance of praising. The key to developing people will always be to concentrate on letting them know when they are doing something right instead of something wrong. Yet most people are still managed by being basically left alone until they make a mistake that's noticeable and then their boss criticizes them. Tell people up-front that you are going to let them know how they are doing. Then there are three main things you need to emphasize with praise. First, be immediate. Don't save praise for the annual appraisal. Some employees will only recognize that they are doing good work when their boss ‘tells’ them. Second, be specific. Just saying to someone, "Good job." is nice but it is not very helpful because they do not know specifically what is good so that they could do it again. You can add extra value to the praise by letting the individual know what positive consequences/effects the results gave to their colleagues or customers. Finally, share your feelings about their work. Tell people how good you feel about what they did that was right, and how it helps the organization and the other people who work there. Stop for a moment of silence to let them enjoy "feeling" how good you feel. End with a reaffirmation and encourage them to keep up the good work. Remember to praise progress even if it is only approximately right. Perfect behavior is a journey that happens one step at a time. A manager's job is to manage the progress toward the goal. An effective manager thus constantly looks for opportunities to praise progress or to redirect. Praising the individual Praise works well when you: 1. Tell the individual beforehand that you are going to let them know how they are doing. 2. Praise them immediately. 3. Tell them what they did right-be specific. 4. Tell them how good you feel about what they did right, and how it helps the organization and other people who work there. 5. Stop for a moment of silence to let them feel how good you feel. 6. Encourage them to do more of the same. Praise them immediately. The longer the time span between an achievement and praise for the achievement, the less effective is the praise. Tell them what they did right and be specific. Most bosses concentrate on what workers are doing wrong. The Effective manager tries to catch people doing something right. There’s a big difference. By rewarding positive, productive behavior, workers will learn quickly how to do the job right, what is acceptable, and what behavior results in praise. But even effective managers are busy people. How can they keep constant track of workers to observe "right" behavior? The effective manager knows that when a person is new to a job or a experienced person takes on a new task, an increased amount of time and attention will need to be spent on the individual-time well spent. The effective manager may observe activity very closely or require workers to keep detailed records of the project. Workers may resent this at first, or think the boss is spying on them. They’ll soon understand your methods, though, as you start to "catch them doing things right." Tell people how good you feel about what they did right, and how it helps the organization and other people who work there. The effective manager feels good about workers doing things right and expresses those feelings sincerely and consistently. People appreciate this-they receive a warm feeling every time the effective manager shows appreciation and recognition for a job well done. Stop for a moment of silence to let them feel how good you feel. Silence is powerful. Three seconds of a silent, thoughtful reflection of a job done well are worth just as much as a twenty second monologue and expression of thanks. . Encourage them to do more of the same. They are on the right track, let them know that. Encourage them to repeat good work. Effective performance appraisals Performance appraisals are a powerful way of developing staff and maximizing their potential. They are, however a process which if done badly can lead to low morale and staff turnover. Formal appraisals are just one part of an organization’s system of delegating, goal setting, coaching, motivating, and ongoing informal and formal feedback on employee performance. Because of the significance they carry it is important that managers acquire the planning and communication skills needed to increase sales, profits or productivity for the organization. The following comments have been made at various times with regard to appraisals; the last comment was made by a manager who had just suffered a mass defection of his telesales team to a rival organization. "I'm too busy to do them." "They are a waste of time in this organization." "I don't need to talk to my staff to know what's going on." "No one looks at them, anyway." "It takes too much time away from the job." "My boss doesn't appraise me, so why should I bother." "They are the least of the problems we have here." Appraisal Skills You may, as a manager, dread the time of year that performance appraisals have to be done but it is impossible to underestimate the importance they have in your employee’s minds for the following reasons: ? Appraisal’s offer a chance to summarize past performance, and establish new performance goals. ? This may be the only time in the year set aside for managers to speak to their employees on an equal basis and discuss performance expectations and the results of employee efforts in the past 12 months. ? It may dictate future salary increases. Many assessments affect the merit rise or bonus of the employee. For this reason a well planned and communicated review can boost individual morale and productivity. ? An opportunity for honest two way communication. Most surveys show that the 'top ten list of employees duties' show up to 40% difference between employees and managers expectations. The appraisal helps both to compare notes and set assignments and priorities are agreed. ? A forum for career development. In some organizations career development takes place as part of the appraisal process. Even if this is not the case there is a natural link between performance review, objective setting and career planning ? A formalized document of employee performance. This may be the only time of the year that a written assessment of performance is carried out and the fact that it is reviewed by senior management and stored in personnel files give the appraisal process seriousness and importance ? Appraisals are a powerful way of developing staff and maximizing their potential. The points below are the ideal starting points for effective appraisals Preparation Essential for both parties to be fully prepared for discussing last years’ performance and setting this years’ objectives. Review Past Performance Objectively Reviewing past performance is key to an effective appraisal. Being objective is vital if the appraisee is to open up and give you the 'real' reasons for last year's results; which will ultimately lead to this year's objectives. Actively listen To show a genuine concern for the other parties point of view, you must be prepared to listen and ask relevant questions. Concentrate on performance rather than personalities This will ensure a fair appraisal for all and will eliminate subjective judgment made on the basis of the managers likes and dislikes. Be specific about successes and failures Honesty in assessing performance is essential. Clear and concise communication about performance means getting to the point and not glossing over awkward issues. Agree objectives If goals are specific, measurable, realistic, stretching and agreed you will ensure a higher rate of success. Planning an Appraisal or Performance Review There are a number of stages to consider regarding the structure of the appraisal, the appraisal itself, and the follow up: 1. Decide why the appraisal is to be carried out and what data to collect, e.g. performance criteria, supervisor ratings, and consider how the data can be collected. 2. Talk to the appraisee to discuss the forthcoming appraisal and its purposes. Let the appraisee make suggestions as to content. Any changes to the purposes of the appraisal can then be made. 3. The data is collected. It should be as relevant, objective and unbiased as possible. 4. When the data has been collected, it is summarized and made available to both you and the appraisee The information should be understandable to both parties. Any complex analyses should be fully explained. 5. The appraisee is given time to digest the data and come up with discussion points arising from it. 6. Design the interview carefully, planning it so that all relevant points can be discussed. These can arise from assessing the appraisee's previous objectives and success at attaining them, from the report, from discussion points the appraisee wishes to raise, and from negotiation, where the two parties agree on the appraisee’s future objectives. One of the hardest skills for appraisers to master is the art of reviewing performance and setting objectives. The following steps will help, even new appraisers, the review process to go smoothly and professionally The Major Steps in Reviewing Performance 1. Ask the employee to meet for the review; have the employee estimate progress-to-date ? Begin your meeting by asking your employee to estimate progress- to-date toward each goal. ? Listen to your employee's comments and take notes. 2. Discuss progress and praise your employee ? You and your employee need to engage in fact-finding and determining progress-to-date. ? It is vital that regardless of how far away your employee is from meeting the goal, you praise him/her for his/her progress-to-date. 3. Re-negotiate goals and/or resources where deviation is significant ? If the deviation is downward, you and your employee should discuss causes and solutions to agree on appropriate actions. Appropriate actions may include increasing available resources, agreeing on activities which will enable your employee to meet goals or adjust the goals downward. ? If, on the other hand, your employee is exceeding goals, you should discuss how added effort and/or resources may be utilized to further exceed the goal. You and your employee may decide to add additional goals at this time as well. 4. Write down new agreements and set a follow-up date ? Take notes during the discussion. These should be used as a summary of the agreements so that both you and your employee can review them. ? A new follow-up session should be scheduled at a time when the data will be available to evaluate progress toward the goal(s). ? Thank your employee. But what if the performance has been below agreed targets; the appraiser must be able to review and set objectives which will improve performance. HOW TO IMPROVE EMPLOYEE PERFORMANCE 1. Describe the problem in a friendly manner ? Handle the discussion with your employee in such a way that he/she is motivated to improve performance. ? Begin by describing the facts of the situation in a friendly manner. ? Point out specific behaviors, data or facts you have that support your judgment. 2. Ask the employee for help ? Discuss the causes. Have your employee focus on the performance problem. Be aware that your employee may avoid discussing the actual problem. Try to listen and ask repeatedly to get the problem out in the open. ? Search for causes. The reasons for not meeting standards could be many. They could be caused by either skill or motivational problems. 3. Identity and write down solutions ? Involve your employee in developing solutions. ? If your employee comes up with a solution, try to use his/her idea This has a positive influence on your employee's motivation. ? 4. Decide on specific actions to take ? You and your employee should decide the specific actions each of you should take. The actions you may take may include providing extra resources to your employee or making yourself more accessible. ? Communicate to your employee that his/her effective performance is so meaningful to you that you're willing to take the steps and time necessary to help him/her be a success. 5. Agree on specific follow-up dates ? Good plans are realistic, challenging and time-limited. ? Your employee needs to know when improved performance is expected. GIVING FEEDBACK Giving constructive feedback is an essential skill for any manager. It is the process for relaying the effects of behavior for the individual's benefit and learning. Without feedback it can become difficult to progress. The purpose of giving feedback is to improve performance in the future. It is recognized that feedback directs behavior and motivates performance at work - no matter how good or effective your staff are, they can always get better. With poor performers we owe a legal and moral obligation to give feedback. We are required to do the following: ? Establish the standards of performance and behavior required by the job ? Give feedback when performance falls short of those standards ? Develop a joint action plan to get them back on track There are many ways, some are formal, a lot are irregular and hit or miss. For example, the research into complaining customers shows that for every customer that complains, there are another 10 or11 who are also dissatisfied but who haven't voiced their opinion. In all types of business, feedback is important because past behavior is the best indicator of future behavior; unless something intervenes to alter our perspective, we will not change. One of the regular difficulties experienced by organizations with formal appraisal systems is that managers have a habit of saving up their feedback for the once a year meeting. A good ground rule if you have appraisal is "NO SURPRISES". Twelve months is far too long to leave someone in the dark about their performance, whether good bad or indifferent. A more effective approach is to give continuous feedback throughout the year and supplement the annual interview with a series of short mini appraisals. This will make sure that nothing is missed, will keep the channels of communication open throughout the year and as a result, the final review will be more effective. Ideally, the more immediate the feedback, the better it will be. By giving feedback as soon as possible after the event or during the progress of the work, the better both manager and job holder will be able to recall the performance and the circumstances and the more concrete will be the information on which to build. GUIDELINES FOR GIVING FEEDBACK 1. Encourage self-criticism. People are more willing to accept the criticism when they have recognized their own strengths and weaknesses. Start by encouraging them to appraise themselves and then build on their own insights 2. Emphasize what you see and hear. Make your feedback descriptive rather than evaluative. Describe your own observations without making judgments as to whether you see the facts as good or bad, and leave the person to make up their own assessment. 3. Concentrate on particular points. Make feedback specific rather than general. It is easier for someone to react to this than to general statements. 4. Outline the positive points. By making feedback constructive you will be helping them to find out what needs to be done rather than just telling them what they are not doing right. Always look for areas of improvement rather than concentrating on what went wrong. 5. Indicate what can be and should be done. Make your feedback practical so the person can do something about it. It should be specific ways the person can improve. Don't say their behavior was good or bad, it gives no direction for improvements over which the employee has control. 6. Build on what people want. Try to give feedback that is asked for rather than imposed. If this is not possible and you must bring things to the employee’s attention, tell them that you are giving feedback. 7. The right time. Take time to explain things to the employee properly. This way the employee can understand what you have said and can discuss it with you. Avoid a few rushed moments in the corridor to talk to someone about their performance.