By Earl Carter, Francis McMahon
ISBN-10: 0749444649
ISBN-13: 9780749444648
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The process itself 1. Identify the key result areas in the workplace for which you wish to develop performance standards. 2. Establish as many small expert groups as may be necessary to develop and document the standards. 3. Document performance standards for each of the key result areas. ) 4. Provide training to employees as part of the roll-out and trial the standards for a reasonable period. Adjust if necessary. 5. Provide regular feedback on employees’ performance against the standard. Note: It is pointless involving people unless they have been deemed to be at least competent, and ideally exceptional, in the area so that they can contribute to the standard development.
As consultants we become the planners, along with selected managers and employees. We apply our coaching strategy to ensure the knowledge, tools and skills are retained in the organization. This page intentionally left blank 2 Getting started We start this chapter by asking six questions: 1. Do you have workplace performance standards and a code of conduct in place and operating at your workplace? 2. Do you know what these standards and code are? 3. Do people comply with them? 4. Do the team members themselves advise their teammates about any underperformance?
Development of drafts The developmental processes are discussed in more detail later on in this chapter. 4. Circulation The circulation of the drafts and the revision of the draft standards again have to be carefully managed. At the end of the day, we are seeking agreed standards – but not agreement at the cost of lowering standards to a level unacceptable to management. If in doubt, trial them. If they are not achieving the results required, amend them. They should never be set in stone, but once they are working they should not be changed too often – again, it is about balance.
Improving Employee Performance Through Workplace Coaching: A Practical Guide to Performance Management by Earl Carter, Francis McMahon
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