New PDF release: 201 Ways to Turn Any Employee Into a Star Player

By Casey Hawley

ISBN-10: 0071433708

ISBN-13: 9780071433709

The merely source a supervisor must flip an issue worker right into a most sensible performer

201 how one can flip Any worker right into a celebrity Performer arms managers with the thoughts they should care for the total variety of worker problems--including tardiness, low-quality paintings, consistent complaining, and masses extra. advisor Casey Hawley's special approach to group of workers difficulties replaces harsh self-discipline with confident, goal-oriented strategies that flip failing staff into group gamers. this simple consultant supplies managers the instruments and coaching to:

  • Identify difficulties ahead of they turn into severe
  • Develop the paintings of optimistic suggestions
  • Deal with shielding reactions from staff
  • Understand which difficulties must be controlled and which of them do not
  • Uncover the reason for an issue and aid an worker speak about it
  • Foster dialogue in staff clash occasions • Create objectives for worker development
  • Follow up on worker growth

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Additional resources for 201 Ways to Turn Any Employee Into a Star Player

Sample text

Some managers fear that complimenting employees on a positive performance will make them decrease their effort. In most cases, the opposite is true. If tasks that are done well are not acknowledged and only the negative performance is discussed, experienced managers note that the good performance often deteriorates from neglect. In addition, a total focus on the negative will leave employees demoralized, and they may start looking for a job elsewhere. The following are examples of performance results that might be compared against goals: • • • • • • • • • • • • • • • • • • • • Number of documents processed Revenue brought in or managed Number of phone calls or emails related to a particular task Number of sales or contracts Reduction/increase in mistakes New ideas or new projects initiated Accuracy of projections or forecasts Deadlines met or missed Consistency in coverage of responsibility Quality checks—improved or not Customer complaints/compliments/requests Doing more work with fewer people or resources Amount of new business/number of seized opportunities Activity: meetings or training attended/appointments/events Skill certification or measurable change Proposals or reports written Problems solved New products or services Improved performance of other employees Number of tasks performed Since measures were put in place through the SMART goals from Chapter 2, the manager has the tools to tell the employee how he or she is STELLAR LONG-TERM PERFORMANCE 23 doing, something that every employee has the right to know but sometimes doesn’t.

In such cases, the employees have never been told that the employer takes the problem seriously. Employees need to be told when a breach in conduct or slackness in some area has become a performance issue. Again, it is the employee’s right to be informed of the serious implications of not changing habits or behaviors. Many managers protest and say that they have told the employee, yet many such employees have no recollection of being informed of the consequences of their performance. Perhaps this is because managers are uncomfortable being clear and descriptive about an employee’s unacceptable behavior.

They may just start fresh elsewhere. Someone else’s gain will be your loss. How do you stop it? Interventions • Charge the employee with the responsibility for achieving balance. Make it part of the employee’s goals or professional development plan. Great employees often see life outside work as goofing off or not a high priority. Putting balance as an annual goal to work toward makes the employee more committed to leaving the office in time for recreation, family time, or other things she values.

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201 Ways to Turn Any Employee Into a Star Player by Casey Hawley


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