Requisite HR 2016 June Newsletter
PERFORMANCE MANAGEMENT:
The Good, The Bad & The Ugly.
If you're an avid reader of our newsletter, you would know that back in March we focused on preparing you for annual performance appraisals. The appraisals are just one essential component of any Performance Management System. Performance Management as a whole, is the day to day process of setting and monitoring objectives for your team to ensure the success of both the team and the business. It should be a closed loop process; meaning that the objectives are constantly reviewed and feedback provided detail ongoing success and challenges. The key point here is that Performance Management is not just about improving poor or under performance, it is also about recognising and rewarding your achievers. Hence the quirky title; The Good, The Bad & the Ugly; because performance comes in all shapes and sizes. It is the core role of the team leader to celebrate and reinforce the good, raise up the bad and exit the ugly performance.
The Good (performance). “What gets rewarded gets repeated.” John E Jones. It is so important that we not only celebrate good performance on a regular basis, but we champion it. Reinforcing good performance will contribute to improved productivity, overall company outcomes, team morale and reduce the turnover rate of good performers. A lot of focus is often directed at the higher achievers but remember, you must be doing something right as these people are already kicking performance goals. Keep doing what you are doing but focus on the things that will keep them engaged i.e. career development opportunities and new and exciting challenges. For those team members who are borderline becoming a high achiever or a poor performer, it will depend on your management of them as to which direction they go. When you recognise good performance with these individuals, take the time to not only recognise and reward them but also ask the questions. 'Why did the good performance occur? What conditions lead to the right environment for this happen?' When you can answer these, you as a team leader can replicate it for the rest of your team.
The Bad (performance). This needs to be managed quickly and appropriately because it has the potential to be replicated, worsen and or have a flow on effect on to the team and larger organisation. Feedback on poor performance should be viewed as an opportunity for improvement, not as a slap on the wrist. You are more likely
to achieve the desired outcome when you approach the issue in a positive manner instead of a critical way which tends to put people on the defence. When people are defensive they become closed minded and build walls, preventing learning or improvement to take place. Remember: 1. Bad Performance can stem from a lack of knowledge, role clarity or support, not necessarily from an intention to perform poorly. If this is the case then there is every chance that with your support, the situation can be turned around. 2. If you don't address bad performance directly, you are sending the message that the behaviour is acceptable.
The Ugly (performance). Finally we have the Ugly. This type of performance is serious and leads to disciplinary action like termination. It not only has consequences for the individual, the performance can adversely effect the team and the company for lengthy periods of time. The team can either directly or indirectly be impacted for example, the terrible performance can directly inhibit the team's ability to do their job or indirectly affect the morale or culture of the organisation. It is clear that dealing with the Ugly performance is critical for the wellbeing of the team and the company. If, however the performance is a result of a poor match between the individual and the role and or the company, then it is better for both parties for the person to move on to a better match.
OUT MID MONTH, EVERY MONTH! Requisite HR Book Club Because who has time to read the whole thing? We as a team, focus on and enjoy educating and providing tools for success in people management. In this book club we do all the reading for you! (Easy Right?!) We then share the key points with you for you to ponder and maybe apply in your business. It's like a spark notes study guide that allows you to keep up to date with the latest research and practices. This month's share is on Simon Sinek's Leaders Eat Last: Why some teams pull together and others don’t. Click here to visit our Book Club and other great education tools>> www.issuu.com/requisitehr/docs
FREE Fair Work NES Review So you have heard of the Fair Work Act, but do not know what it means to you or your business. Did you know: • That the Fair Work Act requires you to comply with the National Employment Standards (NES)? • That the National Employment Standards are the minimum employment conditions? • If you breach the Act, individuals can be fined up to $10,800 and corporations up to $54,000 per breach? If this is a surprise to you and you can spare ½ hour, a Requisite HR team member can conduct a free review to assess the application of the National Employment Standards in your business. After the assessment we will provide you with a report on the NES knowledge, documentation and application gaps and risks within your business; which you will be able to use to help you achieve compliance with the Fair Work Act’s NES. Call 1300 164 737 to book a Review.
Monthly Competiton
COMPETITION CLICK HERE TO ENTER
Now that you're an expert in managing different types of performance, answer the following question to go in the running to WIN: "Who authored 'Leaders Eat Last' featured in our Book Club this month?"
a)Simon Says b)Simon Sinek c)Simon Cowell Submit your answers via private message on our Facebook page or
RE TO E H CK CLI R ENTE
you can email the answer to info@requisitehr.com.au. Terms & Conditions apply.
TERMS & CONDITIONS OF COMPETITION: Each monthly competition's closes 30 days from the published date. Each person may only enter once per month. Answers must be submitted via Email or private message on Facebook. The first 3 people to correctly answer the question will receive 4,3,2 points and every other participant after the top three will receive 1 point. All points will be kept in a tally and added to throughout the year. Competition winners will be announced via Facebook or Email and prizes will be awarded in December 2016. First Prize: Veuve Clicqot Champagne (valued between AUD$99.95-$69.99), Second Prize: Johnnie Walker Platinum Label Scotch (valued between AUD$98.95-$70.99), Third Prize: Godiva Signature Truffles (valued at AUD$50.00). Competition organisers can terminate or exclude entries if they do not meet the T&Cs of the competition.
Requisite HR Pty Ltd ABN: 35 606 293 476 www.requisitehr.com.au
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