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Added for You - Managing People's Performance
From the Eye of the Potato: Train the people that deal with your customers.I called a support number the other day—I got the message! A recorded female voice said that I must call during a certain time period and "goodby."My first impression was: My this lady hates working for a living—and me!Then I thought: She can't be that bad—just not properly trained.Maybe she should listen to the telephone message systems of big corporations:"Thank you for calling Big Corporation. Your call is very important to us. If you speak English, press one. Si usted habla espa?ol, toca dos"This may go on for
Individuals in the team however, may have different competence based on skills and knowledge gained from further years of experience or a behavioural trait which makes it easy for customers to build a rapport with them. A new sales person would not be expected to have the same sales success as a sales person with five years experience. One might expect the experienced sales person to achieve a success rate of one in eight. This then becomes that sales person's personal target.
Setting agreed KRAs and standards of performance for like roles and targets for individuals is a simple process which gives clarity to the roles of individuals and their personal
1. Don't make threats. Have you ever said this, "If you don't calm down, I'm not going to help you." Or, "If you continue to yell at me, I'm going to have no choice but to terminate this phone call." If you've ever made these, or similar, statements, I'd bet that your sole intent was to regain control of the conversation. But the problem is, your customer perceives this type of language as threatening and it does not make them back down and it does not create calm. Try a phrase like this instead: "I really want to help you, but your tone/language is making it really hard for me to do that." And then pause for 2-3 seconds t
Many managers and supervisors shirk their duty to manage the performance of their subordinates to the detriment of both employee and organisation performance. They do so out of a feeling of discomfort about assessing another human being's performance and that often comes from a lack of skill. They deprive their subordinates of the opportunity to understand what is expected of them and to develop the behaviour skills and knowledge required to achieve what is expected.
In its simplest form, performance management requires the supervisor to think and determine what the Key Result Areas (KRAs) are for a particular role, set standards of performance for similar roles and targets of performance for individuals. Once that hard work is done, measuring and discussing performance in most cases is simple. Performance management only gets hard when there are no standards or targets of agreed KRAs.
Care needs to be taken in framing KRAs. Many supervisors do not think clearly enough about this step. A supervisor needs to ask "Given the objectives of the organisation, what are the few key results we need from this role which will drive us to our objectives?" The trick in developing a good KRA is to be specific and to articulate a result.
A KRA should contain no verbs as the KRA is not about an action. It should not contain words, which describe a direction or measurement. If words such as "develop", "reduce", "improve" appear in a KRA, then the manager has not understood the purpose of a KRA and their approach to performance management is already compromised.
Consider a marketing role. Market share is an unlikely KRA as a team including marketing, sales and logistics roles is likely to be responsible for market share. A marketing role however, can have responsibility for brand awareness or advertising spend or reach and frequency of advertising. These are appropriate KRAs.
Identifying KRAs helps individuals clarify their roles and prioritise their activities aligning them with the organisation's strategic plan. It is mandatory that all KRAs can be measured numerically. If it can't be physically measured either invest in the ability to measure it or change the KRA to something which can be measured.
For similar roles in a large organisation e.g. a sales team, standards of performance for each KRA need to be agreed with the team. A sales KRA may be the ratio of successful sales visits over the total number of sales visits. The standard of performance for all sales people may be one in ten. This is the standard below which no sales person would be expected to perform.
Individuals in the team however, may have different competence based on skills and knowledge gained from further years of experience or a behavioural trait which makes it easy for customers to build a rapport with them. A new sales person would not be expected to have the same sales success as a sales person with five years experience. One might expect the experienced sales person to achieve a success rate of one in eight. This then becomes that sales person's personal target.
Setting agreed KRAs and standards of performance for like roles and targets for individuals is a simple process which gives clarity to the roles of individuals and their personal
Who are you?What do you do?What phrase or few words do others use when they describe you and your business to others? Is this different or the same no matter who is doing the describing (you mom says pretty much the same thing as your insurance broker?)We're talking here about your unique brand Because people don't really buy a product or service, they buy you. So your brand better make sense and be easy to understand and buy. That's not to say you can't highlight different areas of expertise to different groups - but ultimately - you want everyone to walk awa
In its simplest form, performance management requires the supervisor to think and determine what the Key Result Areas (KRAs) are for a particular role, set standards of performance for similar roles and targets of performance for individuals. Once that hard work is done, measuring and discussing performance in most cases is simple. Performance management only gets hard when there are no standards or targets of agreed KRAs.
Care needs to be taken in framing KRAs. Many supervisors do not think clearly enough about this step. A supervisor needs to ask "Given the objectives of the organisation, what are the few key results we need from this role which will drive us to our objectives?" The trick in developing a good KRA is to be specific and to articulate a result.
A KRA should contain no verbs as the KRA is not about an action. It should not contain words, which describe a direction or measurement. If words such as "develop", "reduce", "improve" appear in a KRA, then the manager has not understood the purpose of a KRA and their approach to performance management is already compromised.
Consider a marketing role. Market share is an unlikely KRA as a team including marketing, sales and logistics roles is likely to be responsible for market share. A marketing role however, can have responsibility for brand awareness or advertising spend or reach and frequency of advertising. These are appropriate KRAs.
Identifying KRAs helps individuals clarify their roles and prioritise their activities aligning them with the organisation's strategic plan. It is mandatory that all KRAs can be measured numerically. If it can't be physically measured either invest in the ability to measure it or change the KRA to something which can be measured.
For similar roles in a large organisation e.g. a sales team, standards of performance for each KRA need to be agreed with the team. A sales KRA may be the ratio of successful sales visits over the total number of sales visits. The standard of performance for all sales people may be one in ten. This is the standard below which no sales person would be expected to perform.
Individuals in the team however, may have different competence based on skills and knowledge gained from further years of experience or a behavioural trait which makes it easy for customers to build a rapport with them. A new sales person would not be expected to have the same sales success as a sales person with five years experience. One might expect the experienced sales person to achieve a success rate of one in eight. This then becomes that sales person's personal target.
Setting agreed KRAs and standards of performance for like roles and targets for individuals is a simple process which gives clarity to the roles of individuals and their personal
Competent, educated and in prison – I would never have considered that this is where I would be some 11 years ago. But, there are consequences to every choice we make and though one might think that we can avoid the consequences – we can’t. They are unavoidable and certain. We just don’t know how or when we will face the inevitable.As a former CPA who, through a series of choices, became a white-collar criminal, I now take the time to review my time in prison and write about that experience so that others may gain benefit from my experience. Some of us learn lessons the hard way. Yet, through sharing the experience o
A KRA should contain no verbs as the KRA is not about an action. It should not contain words, which describe a direction or measurement. If words such as "develop", "reduce", "improve" appear in a KRA, then the manager has not understood the purpose of a KRA and their approach to performance management is already compromised.
Consider a marketing role. Market share is an unlikely KRA as a team including marketing, sales and logistics roles is likely to be responsible for market share. A marketing role however, can have responsibility for brand awareness or advertising spend or reach and frequency of advertising. These are appropriate KRAs.
Identifying KRAs helps individuals clarify their roles and prioritise their activities aligning them with the organisation's strategic plan. It is mandatory that all KRAs can be measured numerically. If it can't be physically measured either invest in the ability to measure it or change the KRA to something which can be measured.
For similar roles in a large organisation e.g. a sales team, standards of performance for each KRA need to be agreed with the team. A sales KRA may be the ratio of successful sales visits over the total number of sales visits. The standard of performance for all sales people may be one in ten. This is the standard below which no sales person would be expected to perform.
Individuals in the team however, may have different competence based on skills and knowledge gained from further years of experience or a behavioural trait which makes it easy for customers to build a rapport with them. A new sales person would not be expected to have the same sales success as a sales person with five years experience. One might expect the experienced sales person to achieve a success rate of one in eight. This then becomes that sales person's personal target.
Setting agreed KRAs and standards of performance for like roles and targets for individuals is a simple process which gives clarity to the roles of individuals and their personal
Ethics? Translators don’t need to worry about ethics, do they? When most people think of ethics and professionals, they tend to focus on people like accountants, doctors, lawyers, or other high profile jobs. However, everyone that deals with other people in their business has the duty and responsibility to be ethical. Translators are no exception.It is easy for people to point out unethical behavior in certain professions, but what about translators? It might not be as apparent. However, unethical activities do occur and it's important to know what some of these are and ways to keep them from being a temptation to you.<
Identifying KRAs helps individuals clarify their roles and prioritise their activities aligning them with the organisation's strategic plan. It is mandatory that all KRAs can be measured numerically. If it can't be physically measured either invest in the ability to measure it or change the KRA to something which can be measured.
For similar roles in a large organisation e.g. a sales team, standards of performance for each KRA need to be agreed with the team. A sales KRA may be the ratio of successful sales visits over the total number of sales visits. The standard of performance for all sales people may be one in ten. This is the standard below which no sales person would be expected to perform.
Individuals in the team however, may have different competence based on skills and knowledge gained from further years of experience or a behavioural trait which makes it easy for customers to build a rapport with them. A new sales person would not be expected to have the same sales success as a sales person with five years experience. One might expect the experienced sales person to achieve a success rate of one in eight. This then becomes that sales person's personal target.
Setting agreed KRAs and standards of performance for like roles and targets for individuals is a simple process which gives clarity to the roles of individuals and their personal
You cannot ignore the fact that the cost of a college education has soared through the roof. This threatens to make a higher education for pursuing a dream career an impossible task. Therefore, students and their parents are compelled to opt for education loans.Student loans have become a part of life. This is no wonder, considering the facts and figures that clarify the earning potential of college graduates. There has been a series of nationwide surveys on student loans and their implications. The fact is that each college graduate ended up earning $1 million (according to the United States Census Bureau) more throughout
Individuals in the team however, may have different competence based on skills and knowledge gained from further years of experience or a behavioural trait which makes it easy for customers to build a rapport with them. A new sales person would not be expected to have the same sales success as a sales person with five years experience. One might expect the experienced sales person to achieve a success rate of one in eight. This then becomes that sales person's personal target.
Setting agreed KRAs and standards of performance for like roles and targets for individuals is a simple process which gives clarity to the roles of individuals and their personal performance requirement in a team.
Having set KRAs, standards and targets, it is relatively easy then to have a regular conversation about performance. Conversations about performance can and should take many forms including a formal process review and coaching sessions. However, studies show that the performance review itself is often the weakest link in performance management.
Supervisors tend to perform reviews which only emphasise results and this is insufficient to improve performance. Best practice performance management systems also include a review of competence, the behaviour skills and knowledge required to achieve a result. Supervisors need to be trained to perform reviews and have their ability tested.
Coaching sessions are a powerful addition to a performance management system. Coaches need not be the supervisor as not all people have good coaching skills. Having an experienced mentor coach developing people in how to do things is an age old practice that continues to reap rewards for positions from CEO to new recruit.
Implementing the simplest form of performance management described above will improve productivity. To be certain that they are extracting the maximum productivity they can, those organisations who have a performance management system should review the objectivity of their system and the skills of their supervisors in performing reviews and coaching their subordinates.
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