It would be difficult to exaggerate the number of times that CEOs have bemoaned (or sheepishly admitted) the amount of time they invest in trying to help certain team members improve their performance. Sometimes the issue is a values misfit or underdeveloped skills. The first is hard to fix and the second is somewhat preventable. For this discussion, we'll assume that you made a new hire that is a values fit with a foundation of the right skills.
- Job scorecard or job description. Good performance starts here, where you define your expectations for the position. This should include expected results for the role, and you may also choose to define the methods to be used to achieve them. Beware over-focus on methods, however. It does not matter what software the individual can navigate if he or she cannot produce the desired outcomes. Secondly, best practices can change and methods evolve. Third, your new hire might have the experience to innovate in how to get the job done. You don't want to squash that.
- Effective onboarding. This is a process of orienting someone new on board to the expectations of the role. It's also important to to provide counsel on cultural minefields to be avoided or cultural standards to be embodied. Habit formation begins here, so be intentional about what you're demonstrating in your own behavior. Of course, don't forget the basics of the restroom location, introductions to other team members, etc.
- Communication rhythm. If you're a follower of the situational leadership model you know that early in the relationship with your new staffer you need to communicate more frequently than you do later. While they are gaining their sea legs you will likely be a bit more specific in your instructions than you will be after the individual has more experience and demonstrated their capabilities. Include them in the appropriate team sessions so they can assimilate, and later become full contributors.
- Develop metrics. What does a "good job" look like? Is it measured in average cycle time to execute a process? Is it based upon a desired % Gross Margin on a production process? Do you measure in $ volume? You need early (or activity) metrics as leading indicators of whether performance is on track or not. And you need results-based metrics to make sure your team member isn't super busy but going nowhere. Metrics help you to identify trends in performance. They help you treat employees equitably because you're not relying on your "know it when I see it" subjectivity. Subjectivity in excess creates openings for unconscious bias. Not cool.
- Timely performance feedback. Annual performance reviews should contain no surprises. Feedback closes the performance loop you started when you established standards and/or expectations from the beginning. If you see something you like, say so, and if you can provide recognition in public, do so. If you need to correct or critique, include the correct way to do it, and make the correction or critique in private.
- Build value of team talent. Cross-training, workshops, targeted reading, and college courses are only a few of the vehicles to help each team member stay current in best practices and refine their daily work methods. Some will be more eager for progression and job enrichment than will others, and some might have explicit goals of advancement. Your team is the only business asset that appreciates, and with your help they can continue to raise the bar on the performance of the business. Establish career paths - progression opportunities that can reward top talent and keep them interested.
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