Post by moon1257 on Nov 6, 2024 6:30:08 GMT
Low productivity among staff often indicates a serious problem, rather than being a problem in itself. The manager's job is to find out why the employee has started to work poorly and to eliminate the causes of poor performance.
Why does an employee work poorly?
Let's look at the most popular reasons for poor employee performance.
Insufficient preparation, lack of resources
A common reason for poor shopify website design performance of job duties is insufficient training of the employee. Therefore, the first thing a manager should do is find out whether the subordinate has enough qualifications and resources to perform his job.
What to pay attention to:
Availability of the necessary skills . Perhaps the subordinate received a task for which he lacks the knowledge and experience.
Lack of instructions . Without detailed instructions on what results are expected and in what time frame, the employee will perform the task as he sees fit (and at the speed he sees fit).
Lack of tools or materials . Finally, an employee will produce a low-quality result or take a long time to produce if he is not provided with materials or tools.
Isolation of the workplace, “disconnection” from the planning stage
An employee will be less motivated to put in extra effort to complete a job if he is separated from developing an overall strategy, drawing up a plan for implementing a project, where he performs part of the tasks.
Adverse external factors
Finally, external factors can reduce productivity: conflicts with colleagues, unreasonable demands from a manager, or customer complaints.
Is the employee performing poorly because of the circumstances or out of spite?
The manager must rule out the presence of malicious intent in the employee's low productivity. Sabotage on the part of the subordinate will be indicated by ignoring instructions and deadlines for the delivery of the project, the absence of any reaction to the manager's feedback, rude treatment of colleagues, deliberate disrespect towards the manager, absenteeism. In this case, the manager's actions must be tough - a demand to stop destructive actions and dismissal if the employee does not reconsider his behavior.
What could the manager have done wrong?
Before taking action, the manager must analyze the current situation and find out whether he himself is the source of the problems. What could have happened:
The manager gave too much work . Perhaps the volume or number of tasks turned out to be too much for the employee, so the quality or speed of their completion suffered.
Unrealistic goals were set . The manager's will alone is not enough for a subordinate to complete a project in a much shorter time frame or of too high a level of complexity. This mistake is often made by managers when they try to develop employees with the help of challenging tasks - reducing the time for completion for objective reasons or giving a more difficult task. If you set an overly ambitious goal, even for the benefit of the employee's development, the latter may not achieve it and give up.
The roles of the employees in the project were not discussed . Perhaps the subordinate does not understand the importance of his tasks in the overall project.
The manager was unavailable to discuss current work . In the process of performing work tasks, the employee could have problems and questions. If the manager was physically unavailable for communication or the department did not accept giving feedback on work, the subordinate performed the tasks as he saw fit.
We bring the problem to the employee
The manager should not just confront the employee with the fact of low productivity, but try to convey that there is a problem and it needs to be solved.
To discuss the decreased quality of work, an individual meeting with the employee is suitable - 1- on -1 . At it, the subordinate should be asked the following questions:
"How have you been feeling at work lately?"
"Did anything happen that made it more difficult to perform your job duties?"
“Were there any goals or objectives that seemed unrealistic?”
"Have you ever found yourself at a loss as to how to complete a task?"
During the discussion, the manager should adhere to two important rules. First, be specific . It is necessary to exclude emotions, meaningless criticism in the spirit of "You have become worse at work!", and give specific examples of poorly performed work. These can be cases with missed deadlines, unsatisfactory work results, justified customer complaints, etc.
Secondly, focus not on punishment, but on solving the problem . The manager should work with the employee to create an action plan - with goals and deadlines.
The skeleton of the plan might look like this:
An extremely simple description of the problem.
1-3 tasks to solve the problem.
Description of the progress assessment process.
General deadline and interim deadlines for the main tasks.
Types of assistance that a manager can provide in the process of completing tasks.
We monitor the fulfillment of the goal to increase productivity
The manager should support the employee in his or her work to increase productivity. This should be expressed in different ways. For example, after a 1- on -1 meeting where the problem and the plan for solving it were discussed, the employee should be sent a letter thanking him or her for his or her time and understanding, and briefly listing the main points made during the conversation.
Why does an employee work poorly?
Let's look at the most popular reasons for poor employee performance.
Insufficient preparation, lack of resources
A common reason for poor shopify website design performance of job duties is insufficient training of the employee. Therefore, the first thing a manager should do is find out whether the subordinate has enough qualifications and resources to perform his job.
What to pay attention to:
Availability of the necessary skills . Perhaps the subordinate received a task for which he lacks the knowledge and experience.
Lack of instructions . Without detailed instructions on what results are expected and in what time frame, the employee will perform the task as he sees fit (and at the speed he sees fit).
Lack of tools or materials . Finally, an employee will produce a low-quality result or take a long time to produce if he is not provided with materials or tools.
Isolation of the workplace, “disconnection” from the planning stage
An employee will be less motivated to put in extra effort to complete a job if he is separated from developing an overall strategy, drawing up a plan for implementing a project, where he performs part of the tasks.
Adverse external factors
Finally, external factors can reduce productivity: conflicts with colleagues, unreasonable demands from a manager, or customer complaints.
Is the employee performing poorly because of the circumstances or out of spite?
The manager must rule out the presence of malicious intent in the employee's low productivity. Sabotage on the part of the subordinate will be indicated by ignoring instructions and deadlines for the delivery of the project, the absence of any reaction to the manager's feedback, rude treatment of colleagues, deliberate disrespect towards the manager, absenteeism. In this case, the manager's actions must be tough - a demand to stop destructive actions and dismissal if the employee does not reconsider his behavior.
What could the manager have done wrong?
Before taking action, the manager must analyze the current situation and find out whether he himself is the source of the problems. What could have happened:
The manager gave too much work . Perhaps the volume or number of tasks turned out to be too much for the employee, so the quality or speed of their completion suffered.
Unrealistic goals were set . The manager's will alone is not enough for a subordinate to complete a project in a much shorter time frame or of too high a level of complexity. This mistake is often made by managers when they try to develop employees with the help of challenging tasks - reducing the time for completion for objective reasons or giving a more difficult task. If you set an overly ambitious goal, even for the benefit of the employee's development, the latter may not achieve it and give up.
The roles of the employees in the project were not discussed . Perhaps the subordinate does not understand the importance of his tasks in the overall project.
The manager was unavailable to discuss current work . In the process of performing work tasks, the employee could have problems and questions. If the manager was physically unavailable for communication or the department did not accept giving feedback on work, the subordinate performed the tasks as he saw fit.
We bring the problem to the employee
The manager should not just confront the employee with the fact of low productivity, but try to convey that there is a problem and it needs to be solved.
To discuss the decreased quality of work, an individual meeting with the employee is suitable - 1- on -1 . At it, the subordinate should be asked the following questions:
"How have you been feeling at work lately?"
"Did anything happen that made it more difficult to perform your job duties?"
“Were there any goals or objectives that seemed unrealistic?”
"Have you ever found yourself at a loss as to how to complete a task?"
During the discussion, the manager should adhere to two important rules. First, be specific . It is necessary to exclude emotions, meaningless criticism in the spirit of "You have become worse at work!", and give specific examples of poorly performed work. These can be cases with missed deadlines, unsatisfactory work results, justified customer complaints, etc.
Secondly, focus not on punishment, but on solving the problem . The manager should work with the employee to create an action plan - with goals and deadlines.
The skeleton of the plan might look like this:
An extremely simple description of the problem.
1-3 tasks to solve the problem.
Description of the progress assessment process.
General deadline and interim deadlines for the main tasks.
Types of assistance that a manager can provide in the process of completing tasks.
We monitor the fulfillment of the goal to increase productivity
The manager should support the employee in his or her work to increase productivity. This should be expressed in different ways. For example, after a 1- on -1 meeting where the problem and the plan for solving it were discussed, the employee should be sent a letter thanking him or her for his or her time and understanding, and briefly listing the main points made during the conversation.