1. Presenter: Tasvir A R Chowdhury2011. The Renaissance Group. All rights reserved.

2. To improve employeeproductivity andperformance Understanding why peopledont always perform up toyour expectations What to do about it 3. What employee productivity andperformance issues come tomind? What would you say is the rootcause of these issues? How do you currently handlethese issues? 4. According to a Gallup Organizationstudy: 29% are engaged 54% are not engaged 17% are actively disengaged 5. An "engaged employee" isone who is fully involvedin, and enthusiastic abouttheir work, and thus willact in a way that furtherstheir organizationsinterests.Source: Wikipedia 6. Business performance (growth) More effective + efficient = productive Money is lost through employeeissues: Bad estimates Poor production or installation Missing deadlines Treat customers poorly 7. EntrepreneurialManagerialTechnical 8. Getting results through othersWhen you do things yourself, you are atechnician, when you get things done throughothers you are a manager. 9. 1. Believe itown it2. Learn how to improve performance3. Changing your own behavior 10. Your employees are your score card;their success or failure reflects uponyou A managers reason for being is tohelp their employees be assuccessful as you need them to be Part of your job is to improveemployee performance 11. Most management training revolves aroundtwo main themes: Motivation & AttitudeYour job is to make sure your people are happyand motivated and that they have a positiveattitude. 12. Treating the problems or the symptoms? Trying to motivate Attitude adjustments Through money 13. Clearly both play a role inperformance How can we use them toimprove performance?Become an amateur psychiatrist? 14. Because your solutions are notrelated to the problems What are the real causes ofemployee performance issues? Theres a top 10 for that too! 15. 1. Think they are 6.Think their way is performing better2. Dont know what to 7.Think something is do more important3. Dont know how to8.Consequences affect do itperformance4. Dont know why 9.Fear5. Obstacles10. Incapacity 16. When asked why people dontperform?How did you answer? The majority of managers leadwith putting the blame on theemployee 17. They think they are doing it If your employees have no ideahow they are doing they haveno reason to change Tell themBehavioral Coaching: Feedback 18. Behavioral Coaching andproviding effectivefeedback is the fastest andeasiest way to improveemployee performance. 19. They dont know what they aresuppose to do and/or what isexpected of them Four components to not knowing: 1. What specifically to do 2. When to begin 3. When to end 4. What finished looks like 20. What should you do about it? Tell them; but how? Position DescriptionsandDelegation Agreements 21. They dont know how to do it Show them How do you show them? Documented Systems + Training 22. They dont know why they should bedoing it Why are we doing this work? or Whyare we changing? Do they know the importance of theirwork? How it fits in to the big picture? 23. What should you do about it? Tell them; Effective Communications Meeting Rhythm Inspirational Communications Staff Meetings Employee Development Meetings Behavioral Coaching 24. There are obstacles beyond theircontrol Remove them How do you do that? Daily Huddles & Employee Development Meetings 25. They think your way will not work /think their way is better Convince them How do you do that? Documented Systems & Employee Development Meetings 26. Occurs when you are describingwork from memory vs. operationmanual If you are changing the work They must believe you QUANTIFICATION 27. They think something else is moreimportant (unsure of their priorities) Most jobs include a myriad of things thatcan be done at any moment in time 28. How do your employees know whattheir highest priorities are? Tell them How do you do that?Effective Communications Meeting Rhythm 29. Consequences affect whether they dowhat they are supposed to do Behavior is a function of consequences Change the consequences andperformance will follow How do that?Behavioral Coaching 30. Employee comes to you and says theyare stuck or behind schedule. What do you do? Is this a positive or negativeconsequence for the employee?Positive Consequence 31. You go to your best employee andgive her a big special project What do they do? Is this a positive or negativeconsequence for the employee? Negative Consequence 32. Fear they anticipate futurenegative consequences Change the consequencesBehavioral Coaching 33. Incapacity personal limits Need the Right Person How do you do that? Systems:Recruiting & Hiring 34. Why do managers fail to improveperformance? Their solutions rarely address thecause of the performance issue. When solving a performanceproblem where is the best placeto start? The most obvious. 35. 1. Think they are6.Think their way is performingbetter2. Dont know what 7.Think something is to do more important3. Dont know how to 8.Consequences affect do it performance4. Dont know why9.Fear5. Obstacles 10. Incapacity 36. 1. Position Descriptions2. Delegation Agreements3. Documented Systems4. Effective Training5. Effective Communications6. Meeting Rhythm7. Behavioral Coaching 37. Pay enough so that money isnt anissue, then give your employees: high recognition autonomy, and the opportunity to learn and grow,and watch them excel.http://www.ted.com/talks/dan_pink_on_motivation.html 38. Grow your people (talent): Engaged employees Improved culture More effective More productive Improved employee performanceImproved business performance 39. 1. Position Descriptions2. Delegation Agreements3. Documented Systems4. Effective Training5. Effective Communications6. Meeting Rhythm7. Behavioral Coaching