If you are witnessing unhappy customers, uninformed employees, and mounting chaos in your company, you are experiencing a performance gap—the difference between the outcomes you expect and what you are getting. With today’s pressure for results, you’ll need fast, simple tools to close your performance gap. By applying such tools, you can reap big paybacks in the form of steady gains.
By performance improvement, I mean more revenue, lower costs, and more done in less time with fewer resources. Flexibility is needed to adapt to changing demands and to devise innovative methods for improving productivity and service quality. Customers who get more than they expect then tell their friends, and keep coming back.
Key to performance improvement are people who produce more with better information, greater clarity, and less interference. A performance improvement project is a related group of tasks resulting in measurable improvement. Most successful changes “bubble up” from the bottom. Building one by one may be more effective than a large-scale, top-down strategy. Investing in employee education is an important signal that the organization is committed to the personal growth of everyone on the team.
Already energetic characters on any large scale are becoming merely traditional. Improvement in the means of communication promotes it, by bringing the inhabitants of distant places into personal contact, and keeping up a rapid flow of changes of residence between one place and another. Not only that, but the best answer often changes over time.
Five Tools to Improve Employee Engagement and Performance
So here are five tips for how to accelerate your performance and reach your own peak sooner. Five tools will lead to desirable results and help you get to the right place:
- Measurable outcomes. This involves reliable measures such as revenue, cost, time, quality, and customer satisfaction. By documenting measures before, during, and after the project, you can gauge success. Qualitative measures must translate into observable behavior. Develop clear statements of what that measure means and specific actions needed to attain the goal. Know who will be affected and how, as well as what will improve, and by how much.
- Your plan. Write an airtight description of your project’s boundaries, benefits, costs, and risks—then name those accountable for results. For each task, you’ll perform five actions: complete, approve, support, consult with, and inform. Specify the person associated with each action. The faster you produce your desired outcome, the easier you will build momentum.
- Effective problem analysis of the selected performance. Break the problem down into smaller, simpler pieces, looking for a pattern. Formulate and test theories. Observe and collect data until you figure out what is going on and why. Don’t throw resources at your problem in a vain attempt to solve it by sheer luck. Avoid wasteful spending on training, software, and experts—the three sinkholes. A problem well defined is 75 percent solved! In some cases you are not dealing with a problem, but an unrealized opportunity to impact the organization.
- A reliable feedback system. People want to know what and how well they are doing. You could set up simple charts, one for each success indicator. Depict progress and downplay minor setbacks. Cumulative measures, for instance, may be better than daily, weekly, or monthly ones. Exchange feedback during one-on-one conversations, informal chats, and small-group meetings. Inspire confidence early and adjust as you go along.
- A system for collecting and applying what you learn about performance improvement. Know-how (in-house talent) is far better than “show-how” (pricey experts). Conduct an after-action review to convert real-time learning into practical knowledge. Work through answers to questions about what should and did happen during an event.
Techniques Used to Improve Employee Performance
Quickly build and transfer skills, so participants can see benefits right away. The tasks that find their way to the bottom are the ones that you should eliminate altogether. But too often we say it with a sigh, like it’s a sentence—or we’re a victim. It can easily become pessimistic, and nothing will kill your creativity, job performance, or relationships like going negative.
If the diagnosis of performance anxiety is correct, it’s astonishing how often paradoxical intervention works. This, even knowing as most of us do that facts and figures about past performance are often flawed indicators of future performance. With that kind of visibility and transparency in performance, it’s easy to call it the way you see it. Again, the combination of competitive insight and cost understanding drives efforts to reduce costs.