Developing High Performing Team Members GAMES 2016 Spring Meeting May 4, 2016 Presented by Richard Davis, SPHR, SHRM-SCP HirePowerHR Why Employees Don't Do What They're Supposed To Do and What To Do About It by Ferdinand Fournies (Based on actual experiences of 25,000 managers) Richard Davis www.hirepowerhr.com 1
They don't know why they should do it They don't know how to do it They don't know what they are supposed to do They think your way will not work They think their way is better They think something else is more important There are no positive consequences for doing the task They think they are doing it when they, in actuality, are not They are rewarded for not doing it They are punished for doing what they are supposed to do They expect a negative consequence for doing it Their poor performance does not receive a negative consequence There are obstacles beyond their control Their personal limits prevent them from completing the task They are dealing with personal Issues The task cannot be done The hiring decision was made on gutnot fit Richard Davis www.hirepowerhr.com 2
But Who is ultimately responsible for employee performance? The price of greatness is responsibility. - Winston Churchill What To Do About It Have I told my employee why the task must be done? Does the employee have the requisite skills to perform the task? If not, how can I train the employee? Is there someone else who is better qualified to perform the task? Have I made my expectations clear about outcomes? Have I explained the task clearly enough that the employee will know when they are doing the task well? Do they have enough information to self-monitor? Have I explained why my procedure is the best way? Is my way really the best? Have I allowed the employee to discuss the procedure to be followed with me? Have they had input? Have I explained how this project fits in with the company's priorities? Have I clarified this project's importance? Richard Davis www.hirepowerhr.com 3
What To Do About It Have I provided an incentive for good performance? Does the employee know that I'm monitoring their performance? Is there a negative consequence for not performing? Through my actions or behavior, am I unconsciously rewarding the employee for not performing? Does the employee perceivea negative consequence resulting if the task is done well? Are they ill-equipped to navigate around obstacles that may arise? Are there things that I need to provide the employee to equip them to deal with potential obstacles? Is the task or project even possible? Are there issues that are present that preclude completion of the task? Management Malpractice Behaviors Not providing expectations Not giving feedback Ineffective delegation No interest in employee development Being impatient Changing priorities and work requirements Creating fear First, Break all the Rules What the World s Greatest Managers do Differently ~Marcus Buckingham & Curt Coffman Survey conducted by Gallup Over 80,000 managers Over 400 companies Richard Davis www.hirepowerhr.com 4
Do I know what is expected of me at work? Do I have the materials and equipment I need to do my work right? At work, do I have the opportunity to do what I do best every day? In the last seven days, have I received recognition or praise for good work? Does my supervisor, or someone at work, seem to care about me as a person? Is there someone at work who encourages my development? At work, do my opinions seem to count? Does the mission/purpose of my company make me feel my job is important? Are my co-workers committed to doing quality work? Do I have a best friend at work? In the last six months, has someone at work talked to me about my progress? This last year, have I had the opportunities at work to learn and grow? What GREAT Managers do Select the best person for the job (Select for talent and potential not just experience) Set the expectations for the job (Define the right outcomes, not the right steps) Motivate the person (Focus on the strengths, not on weaknesses) Develop the person (Help find the right fit, not just the next rung) Richard Davis www.hirepowerhr.com 5
Insights Common to GREAT Managers People don t change that much Don t waste time trying to put in what was left out Try to draw out what was left in That is hard enough Affecting the Bottom Line Strategic alignment The process and the result of linking an organization's structure and resources with its strategy and business environment. Strategic alignment enables higher performance by optimizing the contributions of peopleand processes. Know your Mission Do you have a vision, purpose, or value statement? Why are we in business? Richard Davis www.hirepowerhr.com 6
Know your Mission Communicate Make the organization purpose, mission statement or manifesto simple and easy to understand Know Your Mission Communicate Get Managers on Board Personalize the Mission Down to a Department or Team How do I fit into the mission of the company? Know Your Mission Communicate Get Managers on Board Hire for Fit Match Skill Sets, Values, and Culture Richard Davis www.hirepowerhr.com 7
Know Your Mission Communicate Get Managers on Board Hire for Fit Live It! Demonstrate the purpose through leadership, action and behavior Walk the Walk, Talk the Talk Richard Davis HirePowerHR 12-B Carriage Lane Charleston, SC 29407 800-448-9907 843-810-7564 (cell) richard@mcclaingroupllc.com www.hirepowerhr.com Richard Davis www.hirepowerhr.com 8