Guest post by Gina Brooks
Is it time to renegotiate what a “good job” is?
“They just need to do their job!” is a familiar cry by team leaders, supervisors and managers that is heard across workplaces all around the world.
One of my clients came to me with such a challenge. Their team member had the skills and abilities to deliver great results, however was inconsistent. My client put it down to apathy, disengagement and rebellion against being “told” what to do.
So I responded “Are you both in agreement to what constitutes good performance in the job?”
“Of course” my client replied. “They knew from day one what my expectations were.”
Following a discussion with the team member it became clear to me that what “good work performance” is had become unclear to both parties whose expectations had grown apart.
In today’s workplace, change is constant. Performance expectations need to be fluid to meet the needs of both the organisation and the individuals within it.
So what five things should be up for negotiation?
1. Results expected
What are the key result areas of the job? What is the ultimate responsibility? What are they accountable for? What are the priorities? When there is a conflict in priorities, what is the Plan B?
What are the indicators of performance? How and when will it be monitored? Make sure it is outcome-based and defines clearly what constitutes standards for quality and/or quantity.
2. Resources required
What equipment is necessary? Is it in working order? What systems are necessary? Do they have the required access to resources to perform their job well? This includes not only physical resources but also human resources, financial resources and information resources. For example, is there a reliance on other people to do their job well?
3. Effective motivators
Are the best motivators being used? How do their personal goals align with the business goals? Motivators are individual, so find out what drives them to succeed. For example, workplace flexibility, training opportunities, career progression and achieving targets.
Do they have the skills, knowledge and attitude needed to perform their job well? Where are their strengths and weaknesses? Revisit their development plan. Even experienced workers can do with a bit of a refresh every now and then.
Training allows people to not only learn new skills and knowledge, but also to refocus and re-engage their approach to work. Formal training always sets a good foundation, however learning should be continuous, so find innovative ways for people to learn while at work.
Is there anything left in the tank? Has this person reached their potential? Are there other obstacles getting in the way of successful performance? Is time, weather, competitor activity, economic climate, environment or any other external elements impacting on their success?
Negotiations are a two-way discussion. We know that if people don’t agree with what a “good job” looks like, they’re less likely to deliver.
However, with regular follow up and discussions based around real agreements, both parties will develop a common understanding of what a “good” job is.
This article originally appeared on the Training x Design website.
Gina Brooks has been helping businesses maximise their performance for over 20 years. As Director of Training x Design, she designs and delivers customised learning solutions that provide sustainable performance improvements while enhancing staff engagement. Gina loves challenging and changing attitudes towards people development and work. She believes that the best business strategies come second to having a skilled and motivated workforce.