Skip to main content

If there were no KPAs or other measurements...

Every discussion on this topic seems to come back to “you can’t manage what you can’t measure”.    Employee engagement is seen as the Utopian solution to driving out measurements and introducing total commitment and great results.
Companies have done it.
Is it possible as a norm?   And once you have achieved these high levels of engagement, is it possible to maintain them?
I think there is a tipping point in terms of size, in both directions.   Too small, family type of bickering kicks in.   Too large, maintaining consistency is challenging.
Every line manager needs to be a committed cheerleader, driven by passionate executive leadership.   Psychology qualifications would be essential as each member of a team might have different motivators.
Strong identification with the team, division, branch, company has to be the way to go.
Look at Sharks and Man United supporters.   They live the brand.   Even when they are losing…
In order to identify, people need to feel included at every level.  They need to know they matter.   When watching after match interviews or award functions, the winners, and some gracious losers, always thank the fans.   They know that the fans motivate their successes.
In business, we often forget that.   Managers start to believe in their own success story, and fail to remember that they need to have every employee to be on board.
Every person should understand the purpose of the business.   The story of the janitor who was sending a man to the moon resonated around the world (See notes) and is repeated regularly at strat sessions.  
When the purpose is understood, the journey is more direct.
People do need to buy into the purpose, though.  If it is just about the bottom line, there tends to be a more self interested approach.  Today, many employees are looking for a “home from home” job, where they feel that their personal goals and objectives are aligned with that of the company.
So, KPAs and KPIs?
My feeling is that a broad definition of the position is important, guidelines create a level of comfort and a kick start.  
But let your staff share their KPIs for the company, too.   And listen to them.
Then it’s a mutual agreement where the objectives of the employee and the company align more closely.   It’s not about appraising or measuring, more about finding the way to being more effective.
We want people to “think outside the box” while not “colouring outside the lines”.   How does the average person understand that?
We limit people by implementing strict measurement criteria, and then are surprised when they stick to the rules and structure.
Utopia in the workplace?
I think when you accept it is an ongoing scenario, a circular journey, it becomes easier to move along the right path.   You can have a group of perfectly aligned, engaged employees, introduce a new person or new concept, and find you have lost critical momentum.
We have been using our Maslow Employee Engagement Hierarchy for some years as a kick off for discussions around levels of engagement.  Some manager’s use it once a year, some use it more regularly.   It creates clarity and direction.
However, there is no substitute for regular, open conversations, trust, a clear direction, and passionate, involved, visible leadership.

Links, References and Notes
http://www.accsys.co.za/accsys-peopleplace-talent-management
email:      tschroenn@accsys.co.za
twitter:   @TerylSchroenn
JFK and the Janitor
During a visit to the NASA space center in 1962, President John F. Kennedy noticed a janitor carrying a broom. He interrupted his tour, walked over to the man and said, "Hi, I'm Jack Kennedy. What are you doing?"
"Well, Mr. President," the janitor responded, "I'm helping put a man on the moon."
To most people, this janitor was just cleaning the building. But in the more mythic, larger story unfolding around him, he was helping to make history.
Note:   Thank you for reading my blog.   Should you wish to use any of the material, please acknowledge this blog as the source.

Comments

Popular posts from this blog

3 things to do BEFORE you resign

or sign a new contract… 1.         Confirm your notice period ·          A lot of companies allow 30 days from date of resignation, but many ask for a calendar month 2.        Check your restraints ·          If you are joining a competitor ·          If you are joining a client 3.        Find out when your last payment will be transferred ·          Companies have been burned by paying over on the 25 th , and people not returning, so they may delay payment transfer until the last official working day, or even the first day of the following month.  You may need to make special arrangements regarding debit orders …. Both your current company and your new one deserve to be fairly treated.   Knowledge of ...

When did having it all become doing it all?

Or being all things to all people… Ruth Bader Ginsburg , U.S. Supreme Court Justice: “You can’t have it all at once. Over my lifespan, I think I have had it all. But in different periods of time, things were rough.” As a mother, a wife and a business woman, I have thought a great deal about this.    My article about #OutsideWork generated some personal mail that asked me, inter alia: “How?” “What do I need to do to satisfy everybody that needs my full attention when I am with them?”  My children, my boss, my partner – they all need me to be the best that I can be, and I am barely keeping my head above water.” “I don’t want to be selfish, but there is no time for me.” And a poignant comment: “This article made me remember that there must be time for “self” but I am not finding it.  I am mentally and emotionally exhausted and nobody seems to care” There is no one answer.  It’s different for those in a committed partnership, compared to sing...

Employment Tax Incentive Bill (ETI) - Q & A (3)

The last part of the article on ETI, and we are still waiting for some finalisation, which I will post when I receive it. How does an employer deal with part pay periods? The incentive must be pro-rated to match the calculation of remuneration.  For example, if an employee starts on the 15 th of the month, and earns R2000 in the first month with the company: His remuneration must be grossed up to R4000 per month The ETI on this value calculated (R1000 in the first 12 qualifying months of employment) This results in a R500 ETI for the employer on this employee for this month Does it run for 24 Months from Date of Employment? Confirmation of this is required, but it appears that the Employer may claim for each employee for up to 24 months, even if they are not consecutive (ETI qualifying months, not months of employment) What happens if an employee leaves the organisation? Assuming all other qualifying factors are in place The next employer can start ...