This three-step performance management model is straightforward, no-nonsense, and very handy.
There are literally hundreds of reasons why employees don’t perform up to standards. But if you think about it, all of these reasons can be boiled down to just two reasons:
Either because they don’t want to do their jobs; or because they cannot do their jobs.Are they able to?
Step two of this performance management model is to distinguish between the two – how do you distinguish between the two? Ask yourself:
“If my employee’s life depended on it, would he do his job correctly?”
If you answer yourself “yes,” it means that your employee doesn’t want to do his job.
But if you answer yourself “no,” it means that your employee cannot do the job.
Note: For this mental exercise to be effective, you must know your direct reports fairly well – this is one of the things you get paid for: to manage their performance, and to properly do so, you must know the people you work with.
If you conclude that your direct report cannot do his job, then, you must find out why:
- Does he have the necessary skills to do the job?
- Does he have the necessary tools?
- Does he encounter barriers that obstruct his performance?
- Does he match the job’s profile?
Once you find the reason(s), you can proceed with a plausible solution.
However, your diagnostic must be accurate.
But, if you conclude that your direct report doesn’t want to do his job, once again, you must find out why.
You must find out what is de-motivating your employee to perform appropriately. Or, what is motivating your employee not to perform appropriately.
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This performance management model allows you to focus on the right performance direction.
Note 1: If applicable, don’t use this tool for each employee, but for each skill of each employee. For example, if you have a high performer – you have been delegating her several tasks for a while – and all of the sudden this worker begins to learn a new skill, concerning this specific new skill, this worker might be encountering performance problems.
You need to accurately assess whether she doesn’t want to do her job, or whether she cannot do her job. In other words, you need to be extremely careful when you make your diagnostic, according to your worker’s particular requirements.
Note 2: This tool is 100 per cent useless if you don’t make an accurate assessment. You must make a precise assessment for this performance management model to be effective.
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