1.
Presenter: Tasvir A R Chowdhury
©2011. The Renaissance Group. All rights reserved.

2.
• To improve employee
productivity and
performance
• Understanding why people
don’t always perform up to
your expectations
• What to do about it

3.
• What employee productivity and
performance issues come to
mind?
• What would you say is the root
cause of these issues?
• How do you currently handle
these issues?

4.
According to a Gallup Organization
study:
– 29% are engaged
– 54% are not engaged
– 17% are actively disengaged

5.
An "engaged employee" is
one who is fully involved
in, and enthusiastic about
their work, and thus will
act in a way that furthers
their organization's
interests.
Source: Wikipedia

6.
• Business performance (growth)
• More effective + efficient = productive
• Money is lost through employee
issues:
– Bad estimates
– Poor production or installation
– Missing deadlines
– Treat customers poorly

7.
Entrepreneurial
Managerial Technical

8.
Getting results through others
When you do things yourself, you are a
technician, when you get things done through
others you are a manager.

9.
1. Believe it…own it
2. Learn how to improve
performance
3. Changing your own behavior

10.
• Your employees are your score card;
their success or failure reflects upon
you
• A managers reason for being is to
help their employees be as
successful as you need them to be
• Part of your job is to improve
employee performance

11.
Most management training revolves around
two main themes:
– Motivation & Attitude
Your job is to make sure your people are happy
and motivated and that they have a “positive”
attitude.

12.
• Treating the problems or the symptoms?
– Trying to motivate
– Attitude adjustments
– Through money

13.
• Clearly both play a role in
performance
• How can we use them to
improve performance?
Become an amateur psychiatrist?

14.
• Because your solutions are not
related to the problems
• What are the real causes of
employee performance issues?
There’s a top 10 for that too!

15.
1. Think they are 6. Think their way is
performing better
2. Don’t know what to 7. Think something is
do more important
3. Don’t know how to 8. Consequences affect
do it performance
4. Don’t know why 9. Fear
5. Obstacles 10. Incapacity

16.
• When asked “why people don’t
perform?”…How did you answer?
• The majority of managers lead
with putting the blame on the
employee

17.
• They think they are doing it
• If your employees have no idea
how they are doing they have
no reason to change
• Tell them…
Behavioral Coaching: Feedback

18.
Behavioral Coaching and
providing effective
feedback is the fastest and
easiest way to improve
employee performance.

19.
• They don’t know what they are
suppose to do and/or what is
expected 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 Descriptions
and
Delegation Agreements

21.
• They don’t know how to do it
• Show them
• How do you show them?
Documented Systems + Training

22.
They don’t know why they should be
doing it
– Why are we doing this work? or Why
are we changing?
– Do they know the importance of their
work?
– 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 their
control
• 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 describing
work from memory vs. operation
manual
• If you are changing the work
• They must believe you…
QUANTIFICATION

27.
• They think something else is more
important (unsure of their priorities)
• Most jobs include a myriad of things that
can be done at any moment in time

28.
• How do your employees know what
their highest priorities are?
• Tell them
• How do you do that?
Effective Communications
Meeting Rhythm

29.
• Consequences affect whether they do
what they are supposed to do
• Behavior is a function of consequences
• Change the consequences and
performance will follow
• How do that?
Behavioral Coaching

30.
• Employee comes to you and says they
are stuck or behind schedule.
• What do you do?
• Is this a positive or negative
consequence for the employee?
Positive Consequence

31.
• You go to your “best” employee and
give her a big special project
• What do they do?
• Is this a positive or negative
consequence for the employee?
Negative Consequence

32.
• Fear – they anticipate future
negative consequences
• Change the consequences
Behavioral Coaching

33.
• Incapacity – personal limits
• Need the “Right” Person
• How do you do that?
Systems:
Recruiting & Hiring

34.
• Why do managers fail to improve
performance?
• Their solutions rarely address the
cause of the performance issue.
• When solving a performance
problem where is the best place
to start? The most obvious.

35.
1. Think they are 6. Think their way is
performing better
2. Don’t know what 7. Think something is
to do more important
3. Don’t know how to 8. Consequences affect
do it performance
4. Don’t know why 9. Fear
5. Obstacles 10. Incapacity

36.
1. Position Descriptions
2. Delegation Agreements
3. Documented Systems
4. Effective Training
5. Effective Communications
6. Meeting Rhythm
7. Behavioral Coaching

37.
“Pay enough so that money isn’t an
issue, 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 performance
Improved business performance

39.
1. Position Descriptions
2. Delegation Agreements
3. Documented Systems
4. Effective Training
5. Effective Communications
6. Meeting Rhythm
7. Behavioral Coaching