Setting Performance Standards for your Employees

Written by Megan Tough

The success of your business is directly related torepparttar commitment and productivity ofrepparttar 119500 people who work in your business. And yet it is generally recognized that 60% of employees, or more, are underutilized in their roles at work.

So what arerepparttar 119501 factors that contribute to low performance standards and expectations?

Communication, or mis-communciation, is one ofrepparttar 119502 major sources of low productivity. The messages that move betweenrepparttar 119503 owner, employees, managers and even customers are not understood inrepparttar 119504 same way. One classic example is that business owners tend to assume that employees and managers see thingsrepparttar 119505 same way they do.

Managers tend to lower their expectations (unconsciously) so that they will not have to confront employees. Most people dislike discussing declining performance with their employees, and so actively avoid having to do so by reducing heir expectations of what’s required.

Employees have a tendency to protect themselves from possible failure by pushing back on what is expected. They will often negotiate/bargainrepparttar 119506 job down to a more comfortable level.

Business owners often have difficulty separating what they want done from how they want it done. Telling employees exactly how to achieve a certain goal leaves no room forrepparttar 119507 employee to think or use their own initiative. Consequently they often stop trying to contribute and become ‘sheep” – just doing what they are told. In this catch-22 situation,repparttar 119508 owner is forced into a position where they must constantly be telling everyone exactly what to do.

Some owners may not understandrepparttar 119509 concept of person/job matching, and so haverepparttar 119510 wrong people inrepparttar 119511 wrong positions. This situation can be extremely demotivating forrepparttar 119512 employee.

So how do you go about setting performance standards and expectations?

The owner and employee must collaborate together. They must work together onrepparttar 119513 fact thatrepparttar 119514 rolerepparttar 119515 employee is performing can be improved in a way where everybody wins -repparttar 119516 employee,repparttar 119517 owner, andrepparttar 119518 business. When you teachrepparttar 119519 owner to collaborate withrepparttar 119520 employee, not only doesrepparttar 119521 performance go up, but so doesrepparttar 119522 morale.

Short term goals, or wins, must be established. 90-days isrepparttar 119523 ideal. Set specific goals forrepparttar 119524 employee in 90-day increments so that there will be ample opportunity to monitor systems and progress, as well as to experience wins on a routine basis. Ideally, involverepparttar 119525 employee in this goal setting process so they experience some control over their work.

Determinerepparttar 119526 strengths required to dorepparttar 119527 job well. Ifrepparttar 119528 employee is going to be successful,repparttar 119529 owner and employee must decide jointly what strengths are required, and howrepparttar 119530 employee is going to be able to apply their strengths. This is where having a good match betweenrepparttar 119531 employee andrepparttar 119532 job is so important. The boss doesn't have to figure this out on their own -repparttar 119533 employee will probably already know what's necessary.

A Whack Up 'Long Side The Head Of Human Resources: The Leadership Imperative

Written by Brent Filson

PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided torepparttar author, and it appears withrepparttar 119499 included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to:

Word count: 1600

======================================== Summary: Human resources, despiterepparttar 119500 function's complex activities, should have a fundamentally simple mission, yet it is a mission that is being neglected by many HR professionals. I call that missionrepparttar 119501 Leadership Imperative — helpingrepparttar 119502 organization recruit, retain, and develop good leaders. Here is a three-step action plan to getrepparttar 119503 HR function offrepparttar 119504 sidelines and intorepparttar 119505 thick ofrepparttar 119506 game. ======================================

A Whack Up ‘long Side The Head Of Human Resources: The Leadership Imperative by Brent Filson

When we perceiverepparttar 119507 simple center inrepparttar 119508 seemingly complex, we can change our world in powerful new ways.

Albert Einstein perceivedrepparttar 119509 simple E=MC2 inrepparttar 119510 complexities of physical reality and changedrepparttar 119511 history ofrepparttar 119512 20th century.

Big Daddy Lipscomb,repparttar 119513 Baltimore Colts 300 pound all-pro tackle inrepparttar 119514 1960s perceivedrepparttar 119515 simple center of what was perceived to berepparttar 119516 complex game of football. "I just wade into players," he said, "until I come torepparttar 119517 one withrepparttar 119518 ball. Him I keep!" — and changedrepparttar 119519 wayrepparttar 119520 game was played. Likewise, human resources, despite its complex activities, should have a fundamentally simple mission, yet it is a mission that is being neglected by many HR professionals. I call that missionrepparttar 119521 Leadership Imperative — helpingrepparttar 119522 organization recruit, retain, and develop good leaders.

Clearly, without good leaders, few organizations can thrive overrepparttar 119523 long run. What characterizes a good leader? A good leader consistently gets results — in ethical and motivational ways. Because they interact with all business functions and usually provide education and training for those functions, human resource professionals should be focused primarily on recruiting, retaining, and developing leaders that get results. Any other focus is a footnote.

Yet working with human resource leaders in a variety of companies forrepparttar 119524 past two decades, I find that many of them are stumbling. Caught up inrepparttar 119525 tempests of downsizing, compliance demands, acquisitions, mergers, and reorganizations, they are engaged in activities that have little to do with their central mission. Ignoring or at least giving short shrift torepparttar 119526 Leadership Imperative, they are too often viewed, especially by line leaders, as carrying out sideline endeavors.

Many HR leaders have nobody to blame for this situation but themselves. By neglectingrepparttar 119527 Imperative, they themselves have chosen to be sideline participants.

Here is a three-step action plan to getrepparttar 119528 HR function offrepparttar 119529 sidelines and intorepparttar 119530 thick ofrepparttar 119531 game.

Recognize. Link. Execute.

Before I elaborate each step, let me define leadership as it ought to be. For your misunderstanding leadership will thwart you in applyingrepparttar 119532 Imperative.

The word "leadership" comes from old Norse word-root meaning "to make go." Indeed, leadership is about making things go — making people go, making organizations go. Butrepparttar 119533 misunderstanding comes in when leaders fail to understand who actually makes what go. Leaders often believe that they themselves must make things go, that if people must go from point A to point B, let's say, that they must order them to go. But order leadership founders today in fast-changing, highly competitive markets.

In this environment, a new kind of leadership must be cultivated — leadership that aims not to order others to go from point A to point B — but instead that aims to motivate them to want takerepparttar 119534 leadership in going from A to B.

That "getting others to lead others" is what leadership today should be about. And it is what we should inculcate in our clients. We must challenge them to lead, lead for results with this principle in mind, and accept nothing else from them but this leadership.

Furthermore, leadership today must be universal. To compete successfully in highly competitive, fast changing markets, organizations must be made up of employees who are all leaders in some way. All of us have leadership challenges thrust upon us many times daily. Inrepparttar 119535 very moment that we are trying to persuade somebody to take action, we are a leader — even if that person we are trying to persuade is our boss. Persuasion is leadership. Furthermore,repparttar 119536 most effective way to succeed in any endeavor is to take a leadership position in that endeavor.

The Imperative applies to all employees. Whatever activities you are being challenged to carry out, makerepparttar 119537 Imperative a lens through which you view those activities. Have your clients recognize that your work onrepparttar 119538 behalf of their leadership will pay large dividends toward advancing their careers.

Recognize: Recognize that recruiting, retaining, and developing good leaders ranks with earnings growth (or with nonprofit organizations: mission) in terms of being an organizational necessity. So most of your activities must be in some way tied torepparttar 119539 Imperative.

For instance: HR executive directors who want to develop courses for enhancingrepparttar 119540 speaking abilities of their companies' leaders often blunder inrepparttar 119541 design phase. Not recognizingrepparttar 119542 Leadership Imperative, they err by describing them as "presentation courses." Instead, if they were guided byrepparttar 119543 Imperative, they would offer courses on "leadership talks." There is a big difference between presentations and leadership talks. Presentations communicate information. Presentation courses are a dime a dozen. But leadership talks motivate people to believe in you and follow you. Leaders must speak many times daily — to individuals or groups in a variety of settings. When you provide courses to help them learn practical ways for delivering effective talks, to have them speak better so that they can lead better, you are benefitting their job performance and their careers.

Cont'd on page 2 ==> © 2005
Terms of Use