Hi,
Any new comers to this forum if likes to know more about what this forum is all about you can get in touch with
, 
, 
, and Rajashri. Those who like to participate in the next forum request you to send your name and contact number to us before 1st Dec.
Regards
From India, Madras
14Any new comers to this forum if likes to know more about what this forum is all about you can get in touch with
Regards
From India, Madras
Hi,
This is with reference to our previous mail on the topic for discussion in our next forum "How to handle non perfomers", I thought lets start discussing this off line before we meet actually on 12th Dec for a brain storming seesion.
Now, What is non performance 'non-performance' denotes any failure to perform his / her duties as per their contract (Goal Sheet) and includes delayed performance, defective performance and failure to co-operate in order to give full effect to the contract. So who is actually a non perfomer the HR who recruited him / her or the Manager whom the person is reporting to for not able to perform him / her or only the employee who failed to deliver.
Post your comments.
Regards
From India, Madras
This is with reference to our previous mail on the topic for discussion in our next forum "How to handle non perfomers", I thought lets start discussing this off line before we meet actually on 12th Dec for a brain storming seesion.
Now, What is non performance 'non-performance' denotes any failure to perform his / her duties as per their contract (Goal Sheet) and includes delayed performance, defective performance and failure to co-operate in order to give full effect to the contract. So who is actually a non perfomer the HR who recruited him / her or the Manager whom the person is reporting to for not able to perform him / her or only the employee who failed to deliver.
Post your comments.
Regards
From India, Madras
Dear friends, I wish you all the best in this meet. Hope in near future I can also join your meet
From India, Tiruppur
From India, Tiruppur
check out this article of some months ago....may be a good poitn of reference to the topic suggested by Xavier
Retrenchment Laws in India India Investor April 2008 - Asialaw <link updated to site home> ( Search On Cite | Search On Google )
also have the view points from a Local Kerala angle when we discuss.(This article is not local!)
regards
Joseph
From India, Kochi
Retrenchment Laws in India India Investor April 2008 - Asialaw <link updated to site home> ( Search On Cite | Search On Google )
also have the view points from a Local Kerala angle when we discuss.(This article is not local!)
regards
Joseph
From India, Kochi
Dear All,
Just to inform the new members who would like to be part of this forum that there is no registration fee for being a member, all you have to do is drop a message mentioning your name, company and location or you can send your contacts to any one of them here. This is basically a forum where people from different back grounds (location, Specialization, Industry, Experience) gather together to discuss and get some innovation solutions to day today problems. Its more fun with learn.
Regards
From India, Madras
Just to inform the new members who would like to be part of this forum that there is no registration fee for being a member, all you have to do is drop a message mentioning your name, company and location or you can send your contacts to any one of them here. This is basically a forum where people from different back grounds (location, Specialization, Industry, Experience) gather together to discuss and get some innovation solutions to day today problems. Its more fun with learn.
Regards
From India, Madras
Like to share with you all an interesting article I came across in a mail.
How do you motivate low performers to do a better job? This is a question that keeps many managers up at night. And it's hard to answer. The answer is hard because different things motivate different employees. For example, one employee may be motivated by a monetary bonus, but another employee may be motivated by less stress. So when it comes to low performers, managers have to apply various strategies, not one cookie-cutter approach.
But how do managers determine what motivational strategies to use? They start by viewing "motivation" from a holistic perspective. Low performers are not ONLY motivated by paychecks, bonuses, or promotions. Those things are important, but so are other things like less stress, greater cooperation, and different tasks.
So when you talk to employees about doing a better job, you want to give a "reason" they can relate to. This means that you have to know how performance improvement will benefit each of your low performers. Here are 24 benefits to consider:
ASK: How might "this employee benefit" from improved performance?
1. Less stress that comes from having to make corrections
2. Less oversight and monitoring of assignments from you, the manager
3. More autonomy in handling individual assignments
4. Fewer complaints from customers and clients
5. More compliments from customers and clients
6. Less time spent having to offer explanations about incomplete work
7. Less time spent having to offer explanations about incorrect work
8. Fewer requests from coworkers or other employees asking for status reports
9. More opportunities to perform different types of "desirable" tasks
10. More opportunities to work with different or "interesting" employees
11. Increased opportunity for improved performance rating
12. Increased opportunity to receive bonus or some type of monetary recognition
13. Increased opportunity to receive recognition or some type of non-monetary acknowledgement
14. Less mandatory overtime required to complete overdue assignments
15. More opportunities to work overtime that is based on good performance
16. Less time spent redoing and reworking assignments
17. Less time spent having to correct mistakes and errors
18. More time off as a direct reward for good performance
19. Reduction in personal backlogs or workloads
20. Increase in personal accuracy and quality
21. Greater cooperation from managers, coworkers, or other employees
22. More opportunities to participate in different types of "employee development programs"
23. More opportunities to participate in different types of high-profile projects
24. More opportunities to work with people who can positively influence career
Remember, Different Things Motivate Different Employees
Motivation is personal and individual. So it's not enough to say, "If you do a better job, you will receive a bonus." And even if this approach works once, it might not work every time. Or you might not always be able to promise a bonus for performance. You need a variety of ways to keep your low performers motivated. And the approach you choose depends on the employee. You might have to cite several "personal benefits" to motivate some employees, but only one or two for others. This list gives you 24 to choose from. Try a few the next time you have to talk to a low performer.
From India, Madras
How do you motivate low performers to do a better job? This is a question that keeps many managers up at night. And it's hard to answer. The answer is hard because different things motivate different employees. For example, one employee may be motivated by a monetary bonus, but another employee may be motivated by less stress. So when it comes to low performers, managers have to apply various strategies, not one cookie-cutter approach.
But how do managers determine what motivational strategies to use? They start by viewing "motivation" from a holistic perspective. Low performers are not ONLY motivated by paychecks, bonuses, or promotions. Those things are important, but so are other things like less stress, greater cooperation, and different tasks.
So when you talk to employees about doing a better job, you want to give a "reason" they can relate to. This means that you have to know how performance improvement will benefit each of your low performers. Here are 24 benefits to consider:
ASK: How might "this employee benefit" from improved performance?
1. Less stress that comes from having to make corrections
2. Less oversight and monitoring of assignments from you, the manager
3. More autonomy in handling individual assignments
4. Fewer complaints from customers and clients
5. More compliments from customers and clients
6. Less time spent having to offer explanations about incomplete work
7. Less time spent having to offer explanations about incorrect work
8. Fewer requests from coworkers or other employees asking for status reports
9. More opportunities to perform different types of "desirable" tasks
10. More opportunities to work with different or "interesting" employees
11. Increased opportunity for improved performance rating
12. Increased opportunity to receive bonus or some type of monetary recognition
13. Increased opportunity to receive recognition or some type of non-monetary acknowledgement
14. Less mandatory overtime required to complete overdue assignments
15. More opportunities to work overtime that is based on good performance
16. Less time spent redoing and reworking assignments
17. Less time spent having to correct mistakes and errors
18. More time off as a direct reward for good performance
19. Reduction in personal backlogs or workloads
20. Increase in personal accuracy and quality
21. Greater cooperation from managers, coworkers, or other employees
22. More opportunities to participate in different types of "employee development programs"
23. More opportunities to participate in different types of high-profile projects
24. More opportunities to work with people who can positively influence career
Remember, Different Things Motivate Different Employees
Motivation is personal and individual. So it's not enough to say, "If you do a better job, you will receive a bonus." And even if this approach works once, it might not work every time. Or you might not always be able to promise a bonus for performance. You need a variety of ways to keep your low performers motivated. And the approach you choose depends on the employee. You might have to cite several "personal benefits" to motivate some employees, but only one or two for others. This list gives you 24 to choose from. Try a few the next time you have to talk to a low performer.
From India, Madras
Is the topic selected for discussion is not relevant - need your views since not much of acitivity for the last one week the forum looks dull.
From India, Madras
From India, Madras
Hi Antony...
Your post on Motivating low performers is an excellent one....the subject is very tricky that it requires some brain-storming to comment on it:-P...the 24 benifits you mentioned that we can offered to low performing employees are good methods to follow....but here i am trying to find out how at the first place some employees become low in morale and work-output..There are various reasons and if we can find out the correct one that is concerned with a particular employee, the remedy may be easy. Here are some of the areas that might make an employee low-performer
Non-cooperative team members
Undue rewards and recognition (to others ofcourse!!!)
Work politics
A demanding boss
Low remuneration
Lack of basic facilities at workplace
Threat to job security
Lack of responsibility in the current job
No clear career path
Seating location etc etc
One or combination of some of the above factors can lead to negative energy and thus low productivity (thereby low performer). Bottom line is "A happy employee = :-P HR Manager"
From India, Kochi
Your post on Motivating low performers is an excellent one....the subject is very tricky that it requires some brain-storming to comment on it:-P...the 24 benifits you mentioned that we can offered to low performing employees are good methods to follow....but here i am trying to find out how at the first place some employees become low in morale and work-output..There are various reasons and if we can find out the correct one that is concerned with a particular employee, the remedy may be easy. Here are some of the areas that might make an employee low-performer
Non-cooperative team members
Undue rewards and recognition (to others ofcourse!!!)
Work politics
A demanding boss
Low remuneration
Lack of basic facilities at workplace
Threat to job security
Lack of responsibility in the current job
No clear career path
Seating location etc etc
One or combination of some of the above factors can lead to negative energy and thus low productivity (thereby low performer). Bottom line is "A happy employee = :-P HR Manager"
From India, Kochi
Thanks Suresh. You have rightly mentioned few key areas which will make an employee a low performer. Just to inform our Forum Members we would like to schedule our next meet on 19th Dec instead of 12th. If you have problem in the date please let us know and need your confirmation for the participation.
Regards
From India, Madras
Regards
From India, Madras
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