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Myths and Realities
Myths and Realities of Workforce Performance Management
Myth #1 – “It’s a SKILL Issue”
Training = Improved Performance
The Myth – All that’s necessary is training. If we train employees, we maximize their performance
The Reality – Reinforcement is necessary to help associates develop & retain new skills
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Performance improvement hinges on ability and willingness. Training only addresses the ability side of the equation |
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Employees must be motivated either intrinsically or extrinsically to address willingness |
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It takes time and a recognized “need” to change to encourage true behavioral modification |
Myth #2 “It’s a METRIC Issue”
Standards = Improved Performance
The Myth – If we implement engineered standards, employees’ performances will be at the maximum
The Reality – Individual performance standards are the yardstick used to identify individual employee efficiency
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Standards will impact performances of some individuals, however, in order to achieve levels of performance defined by standards:
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Standards = Best Practices
The Myth – Implementing standards means we will be using the industry best practices
The Reality – Standards only provide information on the time it takes to perform an activity
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By themselves, standards don’t define whether an activity is required or is the best method |
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Before implementing standards, best practices must be evaluated, defined and implemented |
High Performance = Low Operational Cost
Myth – If employee productivity improves, operational costs will decrease
Reality – In general, employee productivity is only 50-70% of the equation
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In addition to efficiency, effectiveness must be managed – how much time is spent in on-standard activities |
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Management needs accurate & timely data to manage associate effectiveness and to maximize overall operational productivity |
Myth #3 “It’s an ENVIRONMENT Issue”
Improved Culture = Engaged Associates
The Myth – HR surveys and soft-skill training will help us improve the culture and engage associates
The Reality – Transforming a culture is similar to turning a battleship. It takes time and requires challenging and re-inventing not only behaviors but also the ingrained beliefs and assumptions.
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Repeated, failed attempts at cultural rediscovery create a flavor-of-the-month “culture” and erode organizational credibility |
Improved Data = Reduced Costs
The Myth – New systems with improved reporting tools will allow the management team to make better decisions and achieve budgets
The Reality – Systems and tools are essential for management, however:
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The information must contain the right mix of big picture (strategic) and detailed (tactical / actionable) information |
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Data must be aligned with budgets and KPI’s |
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Management must be trained (and reinforced) on how to use the information to achieve desired results |
Myth #4 “It’s a STRUCTURE Issue”
Re-Organization = Improved Performance
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Myth – By re-organizing and changing reporting relationships, we will be able to improve our ability to execute |
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Reality – The same people with different responsibilities, but with the same expectations, in the same culture, using the same metrics, rarely achieve anything except the same results |