Business Reality & Performance Goals
Tough Times and a New Business Reality Performance Goals in 2009
The economic crisis has brought a new business reality to today's leaders. The jobs of human resources and training professionals have expanded so that they are now involved ensuring that performance goals and standards are in sync with this new reality.
According to management issues.com and a research study of more than 1,500 high-income U.S. workers conducted by the Center for Work-Life Policy, managers will have their work cut out for them in maintaining the moral and engagement of those left-behind in the face of long hours, uncertainty and stress. These factors essentially drive productivity in the wrong direction.
Organizations must be smart about the kind of training that they provide for managers, supervisors and team leaders. With employees becoming increasingly more demoralized, encouraging them to work harder and step up to the plate to deliver is not enough. Organizations must maintain loyalty and trust in this scenario. An employee can be working very hard, but may not be doing the right thing. Often, the employee is the first to know it.
The Center for Work-Life Policy's study indicated that employees who said they felt loyal to their companies fell from 95 percent to a little more than 50 percent over the past year. That's startling. Are your workers starting to crash?
What to Do Now
One of the most important things team leaders can do right now is to turn the tougher environment in their favor or stop it from becoming negative. Developing goals and performance standards that teams will look forward to makes them feel they are a part of the plan and part of the solution. They see that someone is actually asking them to define the issues and goals to deliver results that they feel good about!
Manage the Knowledge
A second issue associated with this is how you empower and engage employees with knowledge to deal with new issues and pressures. Part of the planning process is to develop a system whereby much of the existing knowledge surrounding tough business issues is available for employees to find out what they need to know. The rise of the knowledge-based economy requires more attention to knowledge filtered through the organization for greater transparency in the planning process.
Performance goals must encompass this aspect. Teams can then identify their needs and issues as well as current and potential barriers to individual and organizational performance. This allows for organizational strategies to bubble up and for focused action to become solidified. Findings from performance standard sessions lead to further knowledge and better performance.
Key Behavior Modeling
Your training program for the development of performance goals should include highly practical and interactive components that provide participants with a clear framework to successfully prepare for a changing and challenging environment. Through exercises that are tailored to the environment, team leaders and employees gain insights into more competitive strategies, value opportunities and clear lifecycles for development. These are the practice sessions that identify and set performance standards that are specific, measurable, attainable, results-oriented and time-framed using concrete language that can help employees justify sound business decisions when they are on the job.
Case Study
Marty has been a top performer in his organization. The economy has been tough and the organization made a decision to downsize, eliminating three of Marty's peers. In the re-structuring, Marty received three new teams to manage. He determined what some of his team members did, organizationally, but productivity is off because of the changes. Many individuals on Marty's new and old teams are disgruntled and frustrated. Marty is working longer hours and finding it harder to be a team player. He feels like the re-structuring was a bad decision and no one asked his opinion about the plan.
Now, Marty is being asked to create a strategic plan together and have it finished by the end of the month. He has vented to his team about it. "Nobody is taking this seriously," he said. "This is just a piece of paper; we all know that this isn't how it really works."
Marty's collective team is now completely de-motivated and starting to see their frayed manager come apart at the seams.
The result is that Marty might find it difficult to engage his employees in and individual performance development processes. Apathy rolls down hill. Nothing positive is occurring in this scenario.
If a good process of setting performance goals and standards were in place, Marty might have faired better by coming up with concrete solutions with his team members that could be integrated with a better strategic plan.
Developing a Roadmap
Increased demand and competition, a complex marketplace, tough workforce decisions and changing technologies are all impacting organizations today. A good performance and development planning process is key to developing a clear roadmap to guide employees through the rough terrain ahead. This starts with well-trained managers, supervisors and team leaders. Train them with "Developing Performance Goals and Standards" one of our Leadership Development learning programs. Then ask them to commit to applying what they have learned immediately. Leaders benefit from the following:
Learning to influence future results from their team rather than leaving it to chance.
Planning that will increase job contentment among team members and eliminate confusion.
Improved quality of work through planning which ensures that work is conducted properly and in a timely manner.
Leaders who plan usually discover what works and what doesn't, then seek to improve individuals, teams and the organization.
"Don't lower your expectations to meet your performance.
Raise your level of performance to meet your expectations.
Expect the best of yourself,
and then do what is necessary to make it a reality." -Ralph Marston
If you would like to learn more about " Developing Performance Goals and Standards " or any of our other Leadership Development learning programs please e mail us at info@communicationstrat.com or phone us at 212 362 5215
Communication Strategy is a New York City based consulting firm with affiliates throughout the United States. We assist our clients in areas such as Leadership Development , Team Building , Employee Engagement , Customer Service and Meeting and Performance Management.
Our programs are available in workshop , on-line as well as blended formats.
Contact: David Hellman (info@communicationstrat.com)
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