There would
definitely be situations when you get disturbed at unsatisfactory functioning
of people at your workplace, particularly when you make continual efforts to
guide them. Feelings of dissatisfaction
and annoyance are natural if despite your pains, assigned tasks are not
completed. Do you would ponder over how numerous efforts on your part have not
yielded positive results? If you do, then it is time to consider the reasons
for their failure.
There
are basically two major causative factors for employees not being able to come
up to your expectations. It is quite likely that they lack the requisite skills
to do a job. It is also quite possible that they deliberately do not want to
perform. Both these reasons need to be delved into.
If
people lack the required know-how, it is evident that their skills need to be
brushed up. They may not be lacking in motivation and want to complete all
assigned tasks. But they do not know how to go about doing them. Under such
circumstances, your intervention is necessitated; you must lead by example. You
have to demonstrate to them the correct procedures and processes; and also
stress upon the need to be methodical and adhere to standard operating
procedures. Your own knowledge and comprehension of matters comes into play.
You should share it with them and simultaneously display involvement as a
person in charge. You should show them the way, even if it amounts to
completing an assignment single-handedly; obviously you will have to educate
them as you go along.
But
if people simply do not want to work, an alteration of their attitude has to be
brought about. This could be an intricate task. Statistics indicate that nine
out of ten employees acquit themselves well with modest urging. However, one
person may have to be pressed really hard; and he is the category that drives
you to annoyance. Your irritation and disappointment manifests in some form of
antagonism and anger. Such a manifestation could well prove to be loss – of the
person concerned as also the charge of completing the assigned work. It is
human nature to respond aggressively to any intimidation, particularly when job
security and salary raises are concerned.
Whatever
be the causative factor, you should not shy away from exhorting people working
under you. There is one singular solution – training, more training and
additional training. All training capsules have inherent components of
inspiration, motivation and stimulus; and hence you get to take on dual
executive responsibilities. If your employees undergo training programmes
successively, their insight increases, enthusiasm levels rise and they display
a tendency to perform in accordance with your directions. It is also likely
that they also surpass your hopes.
Now
let us see what you ought to do when an assignment is completed. You need to
acknowledge the good work done and make it a point to thank every member of
your team. This should be done openly and visibly; and applies to doing so for
an individual as well. Remember that such actions on your part should not be
done perfunctorily. You have to be really truthful and earnest in commending
and extolling your staff.
Every
work and workplace has demands of time and stresses of implementation. And
hence team leaders and division heads will find themselves running a race
against time; training will be seen as a difficult proposition. But it needs to
be realized that employee training reduces the time normally taken to finish
assigned tasks because consumption of valuable time spent on analyses of
contributory factors leading to delays or non-accomplishment is obviated.
Training,
therefore, is necessary and should be done. It results in saving time that is
frittered away on your intervention, issue of instructions, instituting
corrective actions and monitoring of progress. An organization is what its
employees are and their ability to learn and translate that learning into
action eventually leads to competitive advantage.
Remember
what Piet Hein, a Danish inventor and poet said, “Err and err and err again but
less and less and less.” Therefore, training should be seen as not just the
filling of a bucket but an ignition of a spark that will illuminate the
workplace with better productivity.