Managers as leaders must move employees forward to improve their overall performance. Due to the diverse nature of most tasks, assignments and projects, this can only be effectively accomplished by working individually with each employee. It is important to remember that all individual employees have a part and role to play in the successful achievement of overall departmental goals and objectives.
Managers as leaders must move employees forward to improve their overall performance. Due to the diverse nature of most tasks, assignments and projects, this can only be effectively accomplished by working individually with each employee. It is important to remember that all individual employees have a part and role to play in the successful achievement of overall departmental goals and objectives.
Managers and employees must develop performance partnerships that result in individual long-term growth and development. This is accomplished through use of a performance improvement model that encompasses measuring, analyzing and evaluating personal abilities and growth potential within individual departments and units.
Once individual performance plans are developed, employees are empowered to control their own growth and development. Managers as leaders assume the role of coaches and motivators, assisting each employee in achieving their individualized goals and objectives. This coaching includes:
Skill Appraisal and Development
The initial step in developing a performance improvement model is to evaluate the specific skill levels of each employee. Managers need to both identify and correlate these levels with long-range professional organizational goals. Together, individual employees and managers map out long-term developmental plans. One of the purposes of this evaluation is to benchmark individual performance in order to measure increases or decreases throughout the performance improvement model.
The plan should provide individual employees with specific goals, objectives and milestones needed to achieve their long-term professional objectives and goals. Specific rewards, advancements, pay increases or potential promotions are then directly linked to the meeting of specific targets.
Skills Training
The second aspect of the performance improvement model is to determine specific skills training and coaching that each employee may require. In many instances, training can be provided for multiple employees with similar needs. In other instances, specific training or coaching may be required for the remediation or the enhancement of specific but necessary skills.
In some instances a learning acquisition plan providing structured training and coaching over a specified period of time may be called for. In this manner, employees are provided with the individual tools they need to accomplish their professional goals and improve their overall job-related performance.
Performance Application
Once skills training and coaching have been consistently delivered to individual employees, it becomes their responsibility to apply and implement the skills acquired. Employees can only assume ownership of newly acquired skills by immediately applying them to their daily work activities and responsibilities. Without regular use and reinforcement, the skills will be quickly forgotten.
Employees must be evaluated on their specific actions and results, as these are initial indicators of their personal attitudes, motivation and willingness to achieve their determined goals, objectives and plans. At this point managers can only motivate their employees. Employees alone must assume full responsibility and accountability for their personal actions and performance.
Feedback and Reinforcement
Shortly after employees receive training, managers must offer performance feedback and reinforcement to assure that the acquired skills are applied and reinforced. Numerous surveys indicate that any training that is not reinforced is forgotten within 30 days. Managers that wish to move their department members toward the accomplishment of specific performance goals and objectives need to ensure that all skills training is adequately reinforced and properly as well as consistently applied.
Performance Measurement
Within four to six weeks after training has been received, managers need to perform an initial assessment of each employee’s progress toward their goals and milestones. As new skills are applied and reinforced, there should be a noticeable improvement in their overall performance.
Performance Appraisal
Managers should conduct performance appraisals quarterly to again measure individual progress. At this stage managers should be seeking ways to actively assist employees in achieving their goals and assessing whether additional skills training, coaching or other assistance is needed to make them more successful in their efforts. The purpose is to ensure progress is being achieved and to remove any obstacles or barriers from their personal development and work-related paths.
Excerpt: Leadership by Timothy F. Bednarz, Ph.D. (Majorium Business Press, Stevens Point, WI 2011)
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