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Updates:
April 2010:
Expert Insights - Creating a Team-Building Culture
March 2010:
Executive Briefing
February 2010:
Join other leaders who are maximising business performance
September 2009:
JobFit Assessments
August 2009:
Managing Human Capital in Unprecedented Times
June 2009:
Is your Organisation "Best-In-Class"?
May 2009:
Now is the time to Review your Screening & Selection Processes
March 2009:
Candidate Screening & Downsizing - How to make it effective!
January 2009:
All Managers can be Great Coaches
December 2008:
Study proves that Managers rarely understand the Success Factors of their employee
November 2008:
Perhaps if I starve the patient
that will make them stronger
October 2008:
Developing Courageous Leaders
September 2008:
Low Cost Employee Perks that won't punish your bottom line
August 2008:
Lessons of the Square Watermelon
Creating Great People
What should a manager do when an employee’s work output, productivity or attitude fails to consistently meet expected standards?
The reality is that this problem cannot be rectified until the manager first identifies its cause.
A small percentage of managers, especially experienced ones, seem to have the innate ability to identify the root causes of a problem. It could be because they have simply “been there and done that” or they are more confident at confronting these situations head-on. In most cases, however, managers and supervisors lack the ability to successfully analyse the workplace and the employees within it to generate tactics for problem resolution.
It is no surprise that inexperienced managers generally have more difficulty in correcting problems that involve under-performing staff members. They have, by definition, a background which has provided fewer opportunities to interact with direct reports and have had less opportunity to be exposed to problems that have been identified and successfully addressed.
The reason why managers and supervisors have difficulty with problem resolution in situations involving their direct reports is because it is never easy (in fact, it is typically a challenge) to “manage” problems which involve employees—each of whom have their own differing attitudes, viewpoints and perspectives.
Many observers consistently note that a manager’s most important responsibilities are those which involve employees. Yes, managing equipment, products and materials, time and, of course, money are absolutely critical; however, most of the work in most departments is performed by employees.
The use of Management and Coaching reports provided by Profiles International will not only give managers an accurate insight into the attitudes and perspectives of each of their direct reports, they also provide practical coaching suggestions to give them the confidence and the “people skills” to address any challenge that their direct reports may present them.