Posted by Thelma Marshall, VP of Solutions, Sept. 15, 2020
Are negative attitudes to blame for poor employee performance in your warehouse or manufacturing facility? Truth is, it probably isn’t as simple as that. There may be a lack of focus on goals and worker-value that leads to lack-luster results. Employees’ goals and achievements should be defined, monitored and discussed just as much as their failures.
Think of it like this, by putting the blame solely towards worker attitude, opportunities to inspire greater performance are missed. It is wise to look at these challenges at a granular level.
Yes, that sounds time consuming, but it doesn’t have to be. Operator report cards can quickly identify the who, what, where, and why of poor performance. Armed with that insight, you can strategize how to better engage each employee with the outcome of their work effort.
Change how you look at challenges.
To obtain success you have to first define it. It’s important to create a strategic plan with personalized goals and company goals. Communication is key. Employees must know how to achieve their goals, what is expected of them, why it matters, and how it impacts the overall company objectives.
This fuels behaviors that strive for success versus those that are only reacting to performance shortfalls.
What change looks like.
Your organization should have defined its specific goals and how individual employee actions will either support those benchmarks or sabotage them. But it doesn’t stop with simple goal setting. Follow through is vital to success. Employees must be part of a dialogue where, together with team managers, their personalized goals are set to support company objectives.
Worker performance and behavior should be monitored going forward. Success in reaching benchmarks and notable shortcomings should be identified periodically. Recognize and reward employees for exhibiting positive behaviors and achieving their goals. Address areas of concern and determine what must change. Be clear and be specific.
For example, in safety, we mostly measure what we don’t want: accident frequency, accident severity, lost time, direct and indirect costs of accidents, etc. This data is important, but it must be balanced with measured successes, like number of days of safe operation and productivity.
Metrics that only measure the problems often prompt workers’ performance to set the bar low. Their goals are to simply avoid failing – rather than to strive at succeeding.
All of these moving parts require a way to track and oversee them from various locations. Because of this, the move to cloud-based telematics is increasing, and CIOs and IT directors rank ‘operational agility’ as a top priority.
An advanced telematics system delivers an ongoing opportunity to increase efficiency, control, reduce risk and manage employee’s performance, training and goals. This software allows managers to identify an issue before it becomes a problem, determine the root cause, and a create an actionable solution.