The Workplace Coach

The Gallup Organisation, a global analytics and advisory company, conducts extensive research on employee engagement and organisational performance. Their findings, based on over 10 million interviews with managers and employees, highlight 12 Elements of Great Managing for engagement and high performance. Consistently, employees worldwide have conveyed a clear message:

“If you do these things for us, we will do what the company needs of us”.

Employers have so many different ways to assess or measure employee performance including quality metrics, quantity metrics, balanced scorecards, 360-degree feedback and forced grading systems but the reality is that according to the research, the simple truth is that effective communication with an employee about their progress at work is key. The employees who are performing the best, and having the notable improvements in performance, will be able to affirm that “In the last six months, someone at work has talked to me about my progress.”

This insight underscores the significance of ongoing dialogue rather than just annual or biannual formal evaluations, ensuring employees understand and can see that they are making progress. It underscores the Fourth Element of management which highlights the importance of and immediate impact of Recognition and Praise.

Regular check-ins between managers and employees have a profound impact on workplace dynamics, employee motivation and overall performance. Engaged employees feel more appreciated, are more likely to stay with the company, and are twice as likely to endorse it as a great place to work. This engagement also strongly correlates with business outcomes, particularly productivity and safety. Business units excelling in this area show 10% to 15% higher productivity and 20% to 40% fewer accidents compared to lower-performing units.

The best thing a manager can do to improve performance in their team is to set up weekly 30-minute one-on-ones with their direct reports. Try the 10-10-10 format with 10 minutes for the direct report to speak what is on their mind first, then 10 minutes for your items, then 10 minutes ‘for the future,’ discussing what specific action items there might be for each of you from this meeting for the week ahead.  

Despite its proven effectiveness, fewer than half of global employees report having had discussions with their manager about their progress in the last six months.

Effective performance discussions require a delicate balance. The skill is in providing candid, objective feedback while at the same time being mindful of the employee’s morale and confidence. Positive feedback will boost energy and motivation while negative comments can deflate intrinsic motivation. Be sure that your delivery of any ‘constructive feedback’ is done in a manner and tone that makes it clear that you are coming at this from a coaching and mentoring perspective, with an intent to help them be better at their job.

For further information on this topic or any related to people management, feel free to reach out.

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The Workplace Coach.