Written by Karen Thomson, Perth Area Manager, Aquent
Have you ever had the time or inclination to consider what the key elements are that makes an employee a great performer? For the majority of managers, employers or team leaders this does not become top of mind until you find you have a team member who just does not seem to be delivering the outcomes expected. When performance is under par the cost can be significant in both the bottom line and team morale.
Some years back I came across a lovely little book by Murray Ainsworth and Neville Smith called Making it Happen: Managing Performance at Work. In it they offer a simple and easy to use framework that helps to describe the interrelated factors that influence performance. Wherever you find yourself in the world of work, understanding what makes your job so satisfying or conversely why you might be miserable is empowering. For managers it provides a simple tool to pose the appropriate questions when working with a team member who simply isn’t performing up to par.
Performance at work can be thought of consisting of the following elements:
Role clarity |
Each person knows exactly what is expected of them and how they fit in the bigger picture. This expectation is usually expressed in the form of a job description. These do not need to be lengthy or complicated, but clear and focused on expected outcomes.
Manager (M): How well do people know what is expected of them? Singularly and as part of the team?
Employee (E): Do I know precisely what is expected of me? Do I know how what I do contributes to the total picture?
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Competence |
The skills and knowledge needed today. What is required into the future?
M: Do people have the knowledge and skills to do what is expected? Is training required?
E: Do I have the skills, knowledge and aptitude appropriate to the tasks I am expected to do?
|
Environment |
Three major elements are identified:
Physical – the tools and the workplace (make sure to check Occupational, Health and Safety Regulations as well)
The human environment – issues of compatibility; team cohesiveness; leadership.
The organization – clarity of structure, systems, communication or priorities and work culture.
M: Are the workplace, physical conditions, tools, and organisational structure/cultural conditions conducive to doing things required?
E: Do I have all the tools and equipment I need to work well? Do I have an effective work group and system?
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Values |
M: Do people generally accept what they are asked to do and what the organization is doing is not wrong?
E: Do I think that all we do is ‘not wrong’?
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Preference fit |
Are people in a job they like?
This can impact:
Job satisfaction
Time management
Preparedness to work outside normal hours (where relevant)
Adaptation to change
Retention of talent
E: Do I like all activities in my work? Are there other things I’d like to be doing?
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Reward |
Rewards can be explicit (what we give and say) or intrinsic to the work which directly rewards an individuals motives.
E: Do I feel adequately rewarded, both in my pocket and in my heart, at the end of the day.
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Once people are in the workplace and things are not quite going as you believe they should be, examining these variables provides a diagnostic tool to facilitate feedback and where possible correct, coach and rectify any under performance.
For hiring managers and potential employees identifying the role, matching competencies and ensuring the work environment is conducive to getting the job done forms the easiest part of the equation. However, we know different work environments suit different personality types. Getting the right personality mix before you hire is a whole other ball game worthy of more comprehensive analysis in a future article.
If you want to explore this topic further a great starting point is Ainsworth, M & Smith, Making it Happen, Managing Performance at Work, Prentice Hall (1993)
Karen Thomson is the Perth Area Manager for Aquent, (www.aquent.com/mcs), a global firm that specialises in staffing solutions for the creative, marketing and communications industries. Through a network of nearly seventy offices in sixteen countries, Aquent services in the areas of print and Web design and production; advertising and media, marketing, public relations and business support. Karen can be contacted on (08) 9381 7655 or e-mailed via kthomson@aquent.com |
