Drum roll please…

Tuesday, April 20th, 2010 at 21:35

The management team at G Media are all keyed up at the moment as our fearless leader Garion Hall is about to unveil our revised and super charged Performance Review Policy.  Garion has spent a billion hours, give or take, researching, measuring, benchmarking; you name it he’s done it and all in the name of accurately measuring and recognising G Median’s game-changing performance.

I had a sneak peak at it the other day it looks pretty amazing!! It made me think about my role as a manager. A manager’s most important and most difficult job is to manage people. You must lead, motivate, inspire, and encourage them. Sometimes you will have to hire, fire and discipline employees.

People don’t really work for companies; they work for managers. To the extent that you can be a good manager, you can keep employees, keep them happy, and reduce the costs associated with employee turnover. In the process, you should make your own job easier.

Employees are one of a company’s largest expenses, unlike other costs (buildings, machinery, technology, etc.) employees as assets are highly volatile.   Managing performance is not always easy, as there is no ‘one size fits all’ approach to managing people and their performance.  So as a manager how do I ensure I am getting the best from each individual…??  Well I’m no leading authority but this is what I have learnt in practice, through observation but mostly reflection.. Lots of cringe worthy reflection!

Make sure your people have everything they need to do their job well.

By hell or high water, you have to get them what they need to do the job, and do it right. This includes:

  • Proper training
  • Proper tools
  • Properly defined position descriptions and KPI’s.
  • Well documented processes and procedures
  • Adequate and proper motivation
  • Trust in you as their manager (and yes, they absolutely need this in order to do the job well. It’s not optional.)
  • Appreciation/Morale

Get everything that impedes your people from doing their job out of the way.

This is often the most difficult for me.  It’s not glamorous or fun work. Slogging through this stuff takes lots of time and energy. I know it leaves me drained, but, it needs to be done. What to look for when you are clearing a path:

  • Old processes and procedures that are no longer needed
  • Non-productive meetings
  • Work that is not related to the core mission of your team
  • Lack of communication.
  • Unrealistic expectations from customers, other management, or even the employees themselves.

Make sure your people are performing, and make sure they know you’re all over it…
Once you’ve got the first two sorted, it’s time for some accountability. The key here is defining “job well done” in a way that can be objectively measured and inspected. Your people should know:

  • What is being measured
  • Why it’s being measured
  • That you expect them to uphold a certain level of performance
  • You will be regularly inspecting for that level of performance
  • What steps you will take if that performance level is not met
  • What is offered if they exceed that performance level

Phew!!  A lot to take in right..? Hang in there still a tiny bit more.  Employees are responsible for their own performance within the team. As their manager, I am accountable to our (awesome) board of directors ensuring results in my department, concrete measurable results.

Everyone in the workplace has an important part to play in organisational performance. Good organisational performance is the result of high quality functioning by the individuals within it.  Go Team!!

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