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U/S; 11473  – Manage Individual and Team Performance. Copy

U/S; 11473 - Manage Individual and Team Performance. 

Learning Unit1

US: 11473, NQF Level 4 Worth 8 Credits

MANAGE INDIVIDUAL AND TEAM PERFORMANCE

Unit Standard Purpose

·        This unit standard is intended for people who are or who aspire to become supervisors or line managers at any level. Persons credited with this unit standard are able to set performance goals and measures; to formulate development plans; and to monitor and evaluate performance. 

Learning Assumed to be in Place

It is assumed that people starting to learn towards this standard are able to:

·        understand the work environment.

·        gather and use information relevant to managing individual and team performance.

·        Apply basic negotiation, interviewing and interpersonal skills.

SESSION 1.
Set performance goals and measures. 
Learning Outcomes
·       Performance goals are measurable, clear, achievable and aligned to individual career paths, organizational objectives and legislative requirements. 
·       Performance measures are quantified to facilitate performance evaluation. 
·       Appropriate actions are undertaken to obtain agreement from relevant parties to identified performance goals and measures. 
·       The stipulation of the identified performance goals and measures in the performance contract enables the contract to serve as a source document for performance evaluation.
Developing a personal development plan

 

Why Put Together a Personal Development Plan?

“He who fails to plan is planning to fail.”– Winston Churchill

Three big reasons for having a personal development plan include:
  • Knowing what I am trying to accomplish gives me a clear idea of what I’m working on.
  • Define The Why. Oftentimes, along the way I’ll come across tasks and situation that I simply don’t enjoy doing. Having a personal development plan shows me why I’m doing what I’m doing.
  • My Compass. I’m a very driven, ambitious person – but if I don’t have a plan of what I’m trying to accomplish, I end up expending energy in many different directions. A personal development plan keeps me headed towards consistent goals.
Personal Development Plan Template for Goals

One of the areas many people struggle with is setting goals.  That is a whole other article in and of itself on how to effectively set goals, but let’s talk specifically in the context of a personal development plan.  How can you get a good overview of the direction you want your life to head? Once you’ve settled on your life purpose and your big dreams, you should sketch out some goals in the most important areas in your life, at regular intervals.  We might like to go ten years out, but three or gives years is great too.  A very simple personal development plan template for goals might look like this:

Goal Area

One Year

Three Year

Five Year

Ten Year

Career

    

Finances

    

Physical/Body

    

Social

    

Personal

    
For each box, one may need to answer these questions:
  • What specifically do I want to accomplish?
  • Why?
  • Who can help me?
  • How do I get there? (What actions do I need to take?)
Deductions from Taxable Income 
  • The wage share of health insurance contributions paid by the employer on behalf of the employee to the State social security funds and private social security organizations, up to 20% of the gross salary
  • A deduction from taxable income is allowed for the employee’s contribution to the state pension (INSS)
  • Contributions to a qualified pension fund or complementary social security contributions are allowed to be deducted from the Pay-As-You- Earn (PAYE) calculation, up to 20% of the gross income of the employee.
  • Interest on treasury bills and bonds is exempt from income tax.
Tax Brackets 

 

Monthly Rates for Residents 

Personal Development Planning Tools

In addition to the information above, consider other tools to help you with your personal development.

  • Especially for career and education goals, are there seminars you can attend? Conferences? Meet-ups where people similar to you gather?
  • Classes/Books/Educational material. Sometimes the first step is finding the resources we need.
  • Mentors and Supporters. Who can you reach out to that can help you with your goals?  For many personal goals, one will need to have formed individual mastermind groups towards a specific purpose.  You may also have a lot of favorite blogs to read, that may inspire you.
Motivating and de-motivating factors

 

Staff motivation

Today’s increasingly competitive business world means that a highly-motivated workforce is vital for any organisation seeking to achieve the best results. Many firms are moving away from the “command and control” approach towards the “advise and consent” method as a preferable way of motivating staff. This shift in attitude began when employers recognized that rewarding good work is more effective than punitive measures for poor work.

For an employee, the chief advantage of being motivated is job satisfaction. For the employer, it means good quality work. Different people are motivated in different ways and it pays to ask your staff if any changes at work would help motivate them. Underperformance can be expensive!

Theories of motivation

Psychologists have developed theories of motivation that identify Motivating Factors and De-Motivating Factors that can influence staff perceptions and behaviour. Motivating Factors will drive people to achieve whilst failure to meet De-Motivating Factors will cause dissatisfaction. Examples of both are demonstrated in the table below.

Motivating Factors

De-Motivating Factors

Achievement

Salary and benefits

Recognition

Working conditions

Job interest

Company policy

Responsibility

Status and job security

Advancement

Supervision and autonomy

Signs of de-motivation

For many people, workplace de-motivation tends to be caused by poor systems or work overload. Clear signs of de-motivation include high levels of absenteeism and poor staff retention.  Recognizing the problem is pointless unless steps are taken to eradicate its causes.

Assessing staff morale
  • Measuring morale (attitude questionnaires, unstructured interviews, focus groups) in the workplace should be a continuous process
  • Exit interviews with departing staff can provide valuable insights into what is right or wrong about your motivational management
Building up motivation

Motivation depends on having clear objectives, which will be achieved by good management practices. Since motivation is personal, aim to align staff’s individual drives with the company’s purposes. This may be done with the following in mind:

  • Ensure office staff appreciate their role and importance
  • Keep work as varied as possible
  • Maintain a positive workplace environment
  • Use persuasion and influence to encourage self-motivation
  • Demonstrate trust in your staff and show yourself worthy of trust
  • Deal with personal problems in a sympathetic and positive manner
  • Check on morale levels by talking to staff on a regular basis
Improving lines of communication

Not communicating at all conveys a very powerful message – the last one that a committed manager wants to deliver. You can never communication too much but take care over the content and style of delivery so that it is received in the most beneficial way. It is important to be approachable at all times.

  • Encourage your staff to participate in decision-making
  • Keep staff informed wherever possible – uncertainty is destabilizing and very de-motivating. False rumors’ should be quashed as soon as they surface
  • Always ask staff for their opinions about decisions that affect them

If you choose to punish failure or motivate by fear then you will not create lasting success. However, make it clear that tolerance of error has its limits. Repetition of the same error is inexcusable since it shows failure to learn from past mistakes.

Individuals acting as part of a group have needs that differ from those of the group. However, it is important for individuals to feel they belong. Find a way to balance the needs of the group with those of participating individuals.

Gaining trust and cooperation
  • Find the root cause of repeated complaints and eliminate it as an issue quickly
  • Follow up on suggestions, requests and comments made by others
  • Get feedback to ensure that what you say has been properly understood
  • Don’t neglect to provide the right resources if you want the right result
  • Don’t leave people without clear instructions and guidelines to follow
Free incentives to reinforce relations
  • Start by thanking people for a job well done
  • Acknowledge staff achievements
Encouraging initiative

A sure sign of high motivation is a lot of initiative. The ability to take initiative depends on empowerment as well as an environment that recognizes contribution. The more you expect of people, the more they will give, as long as you support them.

  • Set high expectations and people will usually rise to the challenge
  • Encourage continuous improvement until it becomes second nature to the organization
  • Give your staff a say in the setting of targets so that the goals will stretch them but are not unattainable
  • Ask colleagues with high performance records what systems they suggest and implement the best practice
Dealing with de-motivated people
  • Invite trouble-makers to a private meeting as soon as you become aware there is a problem
  • Causes may be stress, personal problems, the job itself or their approach to the job
  • The problem is often that good people are trapped in a bad system, rather than vice versa so attempt to cure any bad systems as a first step to conquering poor morale
  • Ask them whether they are happy with their working conditions and whether there are any aspects of their job they’d like to change. Try to identify the cause of their dissatisfaction and agree a resolution. Do you what you can to improve the situation and adhere to any promises you make
  • It is important not to let the situation deteriorate. If you can’t help, find someone who can.
  • As they depart the interview, remind them to come directly to you with any future problems
  • Emphasize to staff the benefits of reform, however unwelcome
Appraising effectively
  • Always start appraisals by emphasizing the positive and progress made since last time
  • Never give negative personal feedback in public
  • Focus on one issue at a time and be highly specific about any past behavior that has generated this feedback and the new behavior that is expected
Enriching jobs and developing skills
  • The more varied the job content, the greater the interest levels and the need for new skills
  • Encourage everybody to regard their portable skills as personal capital and consider making the bonus system reward the acquisition of new skills
  • Staff members usually prefer a challenging job to a boring job!
Delegating authority
  • Being managed is in itself not a motivating experience
  • Sharing authority where appropriate helps to develop people’s own potential, so look for areas or tasks that you can safely delegate but be sure to retain overall control
  • Look for any chance to broaden staff confidence by giving people challenges that may lie outside their normal range of experience
Rewarding achievement
  • Achievement is its own reward but it’s not enough. You need to recognize exceptional performance. Even a simple ‘Thank You’ may be enough
  • Individuals do not need just money and rewards but also respect and interaction
Developing Your Career Path

Understanding focus, motivation, work style preferences and personal strengths enables each of you to appreciate your strengths; how you can best focus your strengths in the workplace; and how to utilize your strengths for effective career planning.

This session helps each of you to:

  • Define and articulate your top three marketable strengths
  • Learn about workstyle preferences
  • Understand the path and process for successful career planning and development
  • Learn to use tools and resources for professional growth and development
What is Career Planning?

Career Planning allows individuals to set realistic, achievable goals and to design personalized, customized achievable career goals with measurable steps.

Tools & Resources

What are the tools & resources available to me?

  • Your Work style Preferences
  • Career Alignment Profile
  • Your Marketable Strengths
  • Your Marketable Definition
What’s Personality got to do with it…?

 

Workstyle Preferences

Our unique personalities influence how we interact with people in different environments and what types of jobs we will like.

Even though our job may call upon our interests and abilities, to be really happy and successful our job should also suit our personality.

What is the CAP?

The Career Alignment Profile is a proprietary assessment tool. It allows you to define activities which hold your interest and at which you can excel. Those definitions combined determine your “3 marketable strengths.”

Explaining the CAP Results

Look at your Career Alignment Profile results. Your marketable strengths are things you have always enjoyed and done well. The color coding allows you to easily compare your strengths to position descriptions or job vacancy notices.

The real interpretive value of the CAP color system is found in the combination of the three strength colors, and how those three colors interact. 

The Strength Color Wheel

 

What are Marketable Strengths?

Your marketable strengths are based on your interests and abilities. Almost invariably, the happiest and most successful people are those whose work combines their interests and their abilities. Understanding our strengths allows us to choose tasks that are the best match for this combination. 

Marketable Strengths

Strengths are your abilities motivated by your interests. Your strengths are what make you unique and, most importantly, your strengths are what you have to offer a potential employer. Now that you know your specific strengths you will be able to effectively present your most marketable assets.

What is a Marketable Definition?

A marketable definition is a clear picture of who you are and what you have to offer the marketplace, in terms the marketplace will understand and relate to.

Marketable Definition

Task, Define Your Strengths

  • Look at your 3 strengths.
  • On your worksheet, fill in the blanks beside “strength” numbers 1, 2, and 3. Write what each of those key words means to you in the blanks provided for your “definition.”

Task, Write Your Marketable Definition

  • Look at your newly written definitions.
  • Combine the definitions of all three strengths into a single description of who you are.
  • Take your time!
Using Your Marketable Definition

You should now have a short and concise definition of who you are, in terms of your marketable strengths. Now, you will want to talk to others about who you are.

Why A Contact List?

The average person is acquainted with about 200 people. Each of those people know 200 more people, and so on. By contacting people you know, you can reach the people they know. This is called networking, and it is one of the bedrock concepts of intelligent career planning. Smart, persistent and creative networking will allow you to broadcast your interest in looking at new positions more quickly and more productively than any other method known. 

Your Contact List

Task, Beginning Your Contact List

  1. Those who are geographically accessible to you who could offer you a job.
  2. Those who are geographically accessible to you who could not offer you a job.
Career Planning

As you plan your career progression, job descriptions that best match your strengths will bring you the most personal and professional success.

Your career plan is your career direction, based on your marketable definition.

Task, Determining a Direction
  • This should be based on your experience, your education and your new marketable definition.
  • Be sure it is clear enough that a stranger can understand where you are headed.
  • Enlist the aid of a partner or friend to review your work.

The best career opportunities are filled through the grapevine. We cannot overstate the significance of your having successfully completed a career plan.

Next Steps
  • Stay in touch with the people who helped you get here. Let them know they helped.
  • Continue to develop your network by reaching influential people in your field.
  • Learn everything you can, not only about your own position, but about the jobs of those with whom you work.
  • Keep abreast of trends and developments so you will know where your industry is headed.
  • Most of all, never stop asking yourself, “Am I doing work that I enjoy? Am I helping solve important problems? Am I growing?
Conducting a personality assessment

Personality assessment is conducted through behavioral observations, paper-and-pencil tests, and projective techniques. To be useful, such assessments must be constructed using the established criteria of standardization, reliability, and validity. The information can be used in several areas, including clinical work, vocational counseling, education, and research.

The approach taken by the specialist in personality assessment is based on the assumption that much of the observable variability in behaviour from one person to another result from differences in the extent to which individuals possesses particular underlying personal characteristics (traits).

Behavioral observations. Most people use behavioral observations to form impressions of others. Such observations are also an important part of clinical assessments by clinical psychologists and other professionals.

Interviews, during which subjects’ behaviors are observed, may be structured or unstructured. The examiner may ask a standardized set of questions ( structured interview) or engage in a conversational interchange with the subject (unstructured interview). During the interview, the examiner forms an opinion about personality characteristics (as is done, for example, also in the nonclinical setting of a job interview).

Paper-and-pencil tests. The many and various paper-and-pencil tests are used for a variety of purposes. To be useful, such tests must be reliable (that is, they must yield very close scores each time they are administered to a particular individual) and valid (that is, they must measure what they are designed to measure). The Minnesota Multiphasic Personality Inventory (MMPI) (multiphasic, many phased, because the test simultaneously measures a number of personality dimensions) is widely used to identify personality problems. The California Personality Inventory (CPI) is also used extensively, generally with people who do not have personality problems. Some tests assess personality as defined by a particular theory. For example, Cattell’s 16 PF (personality factor) questionnaire assesses the personality traits defined in Cattell’s trait theory.

Projective techniques. Projective techniques assess personality by presenting ambiguous stimuli and requiring a subject to respond, projecting his or her personality into the responses.

Self-awareness and the evaluation of own behavior in authentic situations

Reflection can take many forms. Daydreaming or keeping a diary of your thoughts are ways of reflecting on your experience in unstructured ways.

Structured reflection is simply reflection, which has prompts, questions, activities or organised discussion to help you to think more deeply about an issue.

Recording reflection

Unstructured reflection can be as useful as structured reflection.
Your university may require you to keep a log, journal or portfolio and give you very precise directions about what to include and how to present it. Alternatively, you may be asked to devise your own records and presentation. 

It is still a good idea to keep a diary or journal even if you don’t have to do so as part of your programme. It can seem like an effort to write entries on a regular basis, but the reward comes when you read these back several months later. You will be surprised at the things you have forgotten – and the changes you may notice in yourself over time. Entries don’t have to be long

Tips

·        Purchase a book that is light and easy to carry around.

·        Set yourself 7 minutes every day, at the same time, to write an entry about whatever is going on for you at the time.

·        Write about things that are relevant to you – things you are enjoying, things that worry you, any problems you have getting on with people and your ideas for dealing with these, ideas you have for your life, thoughts you have about topics covered on your programme.

Taking the time

Usually, we are too caught up in what we are doing to have a really good perspective on how well we are doing and the effect we are having on the people around us.

Fortunately, we can stand back occasionally and reflect about such things as our aims, responses, feelings and performance. Well-developed skills in reflection can help us to:

  • Gain a more in-depth and honest picture of ourselves.
  • Become more aware of our hidden motivations, our thinking styles, and of how we appear to other people.
  • Develop a better understanding of what affects our own performance and progress.
  • Develop our insight and judgements.
  • Gain more control over our own thoughts, emotions, responses and behavior so that we are in a better position to achieve what we want to achieve.
Knowledge of own interpersonal behavior

Social relation can refer to a multitude of social interactions, regulated by social norms, between two or more people, with each having a social position and performing a social role. In sociological hierarchy, social relation is more advanced than behavior, action, social behavior, social action, social contact and social interaction. Social relations form the basis of concepts such as social organization, social structure, social movement and social system.

Interpersonal identity development is composed of three elements:
  • Categorization: Labeling others (and ourselves) into categories.
  • Identification: Associating others with certain groups.
  • Comparison: Comparing groups.

Interpersonal identity development allows an individual to question and examine various personality elements, such as ideas, beliefs, and behaviors. The actions or thoughts of others create social influences that change an individual. Examples of social influence can be seen in socialization and peer pressure. This is the effect of other people on a person’s behavior, thinking about one’s Self, and subsequent acceptance or rejection of how other people attempt to influence the individual. Interpersonal identity development occurs during exploratory self-analysis and self-evaluation, ending at various times with the establishment of an easy-to-understand and consolidative sense of self or identity.

 

What are the key concepts as determinants of interpersonal behavior? How do they impact development of inter-personal relationships? Discuss these issues with the help of your organizational experiences and knowledge. Briefly describe the organization and the situation, you are referring to.

Mentoring relations are established

A one-to-one relationship that aims to bring about individual learning and performance improvement, usually focusing on achieving predefined objectives within a specific time period. The role of the coach is to create a supportive environment in which to challenge and develop the critical thinking skills, ideas and behaviors of the person being coached, so that they might reach their full potential.

SESSION 2.
Formulate development plans. 
Learning Outcomes
·       Plans are focused on competencies needed to achieve performance goals of the individual, department and organisation.
·       Plans are formulated in a clear manner and are defined in terms of specific improvement actions, time frames and accountability. 
·        Plans are aligned with legislative requirements and individual career paths. 
·       Appropriate facilitation actions are taken to obtain agreement on development plans from relevant parties. 
Development Planning

Development planning happens in many different contexts so to define it succinctly is tricky. Basically development planning refers to the strategic measurable goals that a person, organization or community plans to meet within a certain amount of time. Usually the development plan includes time-based benchmarks. It generally also includes the criteria that will be used to evaluate whether or not the goals were actually met.

Non-profit Development Planning
  • Development has a particular meaning for nonprofit organizations such as universities and charitable groups. In this context, development planning refers to all of the various activities related to fund raising: grant writing, donor relations, capital campaigns, annual fund drives and fund-raising events . The larger the organization, the more likely it is to employ a development officer who may be responsible for a whole department devoted to development. In short, the development officer elicits and coordinates the donated revenues that make up a large portion of any nonprofit budget. Development planning for a nonprofit organization means to set calendar milestones for the fund-raising goals and then figure out what activities must be done to achieve them.
Personal Development Planning
  • Many employers ask their employees to write down their personal goals in a formal process that they call personal development planning. One person may write a development plan that is focused on advancing her career through additional education. Another person’s development plan may involve planning for retirement, while still another person’s development plan might include losing a specific amount of weight or starting a program of exercise. Usually some of the personal development plan goals have to relate to the job itself, but progressive companies like Monsanto, for example, encourage the employees to set targets that are specifically meaningful to the individual. The personal development plan may become part of a company’s annual review process.
Individual Development Planning
  • Post doctoral fellows use a development planning process to organize their plan of study into a document called the Individual Development Plan, or IDP. This provides a mechanism for the fellow to assess himself. Then he has a set of written goals for future growth or achievement based on a time line for which, according to the plan, he is held accountable by a mentor.
Professional Development Planning
  • Several states including Missouri and Wisconsin require state certified teachers to create a professional development plan. This document is a permanent part of the teacher’s personnel file. In it, teachers write goals related to their career, about what they intend to do to become more effective in the classroom, and about how they will fulfill the requirements to obtain continuing education credits. Teachers who fail to produce a professional development plan on time may risk losing their teacher certification in the states which require one. The school principals or district supervisors hold teachers accountable for the goals in the development plan.
Urban Development
  • Development planning also happens in cities and communities. Urban communities with a lot of vacant buildings may decide to engage in a development planning process to plan how to revitalize an area. This is a necessary step in order to qualify for state tax credits and federal and other funds that will allow the renovations to happen. From architects, to city planners, engineers, investors and residents, everyone who will be involved in the actual development should be part of the development planning process.
Employee Development Planning Process
 
Employee Assesses:
  • Values, Strengths, Proficiencies, 
  • Areas of Interest, Areas of potential growth, 
  • Fit with FM focus and future needs
 Leader Assesses:
  • Current & future department/division’s strategic goals
  • Areas of potential growth for employee
  • Skills required to meet the needs identified
  •  Service levels to current and future customers
  •  Development of staff and leadership qualities
  •  Workload issues and available technology

The need for planning arises from the inability of the price mechanism to ensure growth, efficiency and equity. Sometimes the political objective of a nation may dictate the necessity of planning and the government may need to intervene in the economic activities of the country.

The more pressings are the development problems, the greater is the need for planning. Hence, the art of planning is to intervene in the economy with sufficient vigor to overcome the major problems without at the same time exceeding the capacity of the civil service and causing a breakdown of development administration. The proper balance between intervention and restrain is likely to be both delicate and changing: delicate because administrative capacity is small and limited, and the problems are immense; changing because the ability of the management to analyze and resolve difficulties should increase.

Staff Development Plan

Staff development plans are usually written during the time of annual performance reviews, although they can be written at other times of the year, especially if a company is embarking on a new plan for growth. A staff development plan is a written document that details the ways in which members of the workforce can improve their performance. The key ingredients to a staff development plan are items that are actionable and improvements that are measurable. For example, to write the staff should improve their product reports would be too vague. To say reports should be written within 2 days of a request would be measurable.

Procedure to follow:
  • Determine the development needs of the staff. This can be done in consultation with the staff and with managers of other departments that interact with the staff. Use a notebook and pen to take notes. Tailor needs to specific staff individuals; iif there is an overall development need for the staff, there can be group training opportunities later.
  • Write how improvement for each development need can be measured. This should be specific and quantifiable, such as a specific production rate and a percentage improvement in defects.
  • Develop ways in which the development needs can be addressed and improved. Remember, this is a document meant to help your staff to improve, and staff members generally are open to improving as it usually means better annual salary increases. The ways to develop improvements can be specific training courses, attendance at seminars, cross training with other employees or an increase in time spent on specific work activities.
  • Decide on a time line for the development plan. This includes when training and development needs will be met and when improvements will be measured. These are usually done in terms of annual performance reviews. Remember to follow your workplace safety guidelines (see Resources).
  • Type your written development plan into a computer document. Print it and review it for grammar mistakes. Enter any corrections into the computer document and save the file.

SESSION 3.

Monitor and evaluate performance.

Learning Outcomes

·       Performance evaluation techniques are applied that are valid, current and sufficient. 
·       Performance goals and measures are aligned with organizational and industry practices and values. 
·       Performance is monitored and assessed on an ongoing basis against performance goals. 
·       Progress is recorded and records are updated to manage performance.
·       Performance records are analyzed to identify variations in performance and to compile a suggested plan of action. 
·       Feedback is given to address competence gaps and poor performance, recognize good performance and revise performance goals. 

 

Employee Performance Reviews

Employee performance reviews are a critical part of managing an employee. It allows employees and managers to meet together and gage the progress an employee has made since their last review. This is also an opportunity for employees to raise any issues that he is concerned about during the one on one meeting with a manager. Employee performance reviews should be interactive, encouraging employee comments and feedback during the review.

Features

  • The employee performance review will usually be a structured review listing several areas in which an employee’s performance in his job is evaluated. Employee reviews will typically have a quantitative section and a qualitative section. The quantitative will analyze the employee’s ability to meet specified goals, quite often these goals are able to be measured using a numerical score. The qualitative portion of the employee review measures many areas that can not be gaged on a numerical scale. Some examples of these categories include leadership, reliability and functioning as part of the team.

Time Frame

  • An employee performance review typically covers a determined period of time. This is commonly a one year period. Some companies will do employee performance reviews on a more frequent basis like every six months. For companies that do these reviews more frequently, there is typically a yearly one that includes the potential for pay raises and bonus payments.

Benefits

  • Employee performance reviews benefit the employee in two ways. One of those ways is discussed above, and that is the potential for earning salary increases or bonuses. The other benefit of performing employee performance reviews is the ability to set goals. The employer and employee can talk openly and honestly. The two can set obtainable goals to be achieved before the next review period. Offering a bonus or a reward for goals met is as an excellent way to motivate the employee.
How to Monitor Employee Performance

Great employee performance is a key to your business’s success. Employees are the first line of many businesses’ offense and their performance makes a direct impression on your customers. Customers are the primary source of your business’s income and normally factor their overall experience at your establishment into whether they may return or become a regular customer. This is why monitoring your employee’s performance is invaluable.

Steps to follow
  • Plan employee’s job tasks in advance. This gives the employee both direction and an overall idea of the performance standards you expect her to meet.
  • Consistently supervise and evaluate your employee’s performance. Provide feedback by administering monthly or annual progress reviews and give positive suggestions to better help her strengthen her performance.
  • Administer monthly or annual trainings to your employee that focus on improving positive work flow, time management, and introducing new skills and responsibilities. This keeps your employee(s) versatile and able to adapt to new working conditions quicker.
  • Identify your best employee and use her as a model for current and future employees. Identifying your best employee validates your expectations for employee performance and serves as proof that your expectations are realistic and reasonable.
  • Reward your employee.
    Rewarding your employee makes her feel appreciated and gives her a sense of value. Rewarding your employee also gives her motivation to keep up her level of performance.

End

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