| Managing people can sometimes be very rewarding | | | | Allocated receipts and credits to accounts accurately |
| and sometimes frustrating. If we look back we may | | | | Successfully applied the credit management |
| find the rewarding times were when people met, or | | | | procedures to key customers |
| exceeded, our expectations. Sometimes they did this | | | | At the end of 3 months you may expect the new |
| without even knowing what they were! | | | | employee to have successfully: |
| If we look at the frustrating times we may find a | | | | Applied all Credit Management processes and policies |
| variety of causes - many probably relate to the flip of | | | | to all customers |
| the same thing - not meeting our expectations. | | | | Met Credit Management KPIs and targets for at least |
| A key part of leadership is about painting a picture of | | | | one month |
| the future and then taking people there. This doesn't | | | | At the end of 9 months you would expect the new |
| have to be a grand earth shattering view of the future. | | | | employee to have successfully: |
| It can just be about the next step. | | | | Accurately prepared monthly credit management |
| It may be the way a department should be operating | | | | reports, tables and graphs on KPIs for at least 3 |
| or how your business should be interacting with a key | | | | consecutive months |
| customer. What the new ordering process will look like | | | | Brought all accounts within trading terms |
| or how the filing system will work. | | | | Once these expectations are set it is up to the |
| Describing what you want to see as the outcome of | | | | manager and the employee to talk regularly about |
| an individual's work is an excellent way to set the | | | | progress towards them. Frequent discussions about |
| scene. But how often do we take the time to do this? | | | | expectations are going to either lead to success or at |
| You can even start it with "My expectations of this job | | | | least very early warnings that some corrective action |
| are that it will achieve ---" | | | | has to be taken. |
| With new employees this should start at recruitment. | | | | What happens after the first year of recruitment? |
| Try this technique, it can be very powerful. | | | | We strongly advocate each person having a job |
| Look ahead and clarify what you will expect the | | | | description with clear Key Result Areas and Measures. |
| candidate to have achieved to be labelled a success - | | | | This determines "what" people do. |
| at the end of three periods, short, medium and long | | | | However, often more important is the "how" of |
| term. Depending on the nature of the job, the periods | | | | people's performance. These guidelines come from the |
| may be, say, one, three and nine months. | | | | core competencies of a business. These are the |
| Recruiting is one of the most important things | | | | organization's values in action. |
| managers do and if there is no clear idea of what | | | | Core competencies can be described as "an enabling |
| success looks like it makes it so much harder. | | | | combination of skills, knowledge, aptitude, motivation |
| We tend to set goals (if we do it at all) in periods of | | | | and inherent ability" They are observed through the |
| one year. Of course by the time a year is up it is | | | | behaviours of people. |
| usually too late to bring people back on track if they | | | | For example a core competency in a business may |
| have started off badly. | | | | be "Teamwork" and this may be defined in terms of |
| Our experience usually lets us know if someone has | | | | working cooperatively with team members and |
| started well so why don't we share what this looks like | | | | working towards shared goals. Some of the |
| with the new recruit before they start. | | | | behaviours demonstrating this competency may |
| Here is an example of what this may look like for a | | | | include sharing information with others and offering |
| new Sales Manager. | | | | assistance to fellow team members during high work |
| The first month may include: | | | | load periods. |
| Met and got to know each of their staff | | | | All these elements come together to clarify your |
| Understood features and benefits of each of the | | | | expectations of what employees need to deliver and |
| products and services they are selling. | | | | how you expect them to do it. |
| The three month period may include: | | | | In addition to the normal performance management |
| Met and understood the needs of each of the key | | | | process of setting goals and providing feedback, using |
| customers | | | | the early recruitment expectations of success and |
| Developed key strategies to improve sales | | | | then reemphasising these based on the job description |
| After nine months you may expect: | | | | and core competencies can be a very effective tool |
| Sales strategies implemented | | | | for raising the awareness of employees about your |
| Sales to key customers increasing | | | | picture of success. |
| If this sort of progress is planned you may reasonably | | | | The job descriptions and core competencies describe |
| expect the one year goal of increased sales to be | | | | the things you expect on a regular basis and the goals |
| met. This approach is far better than recruiting and | | | | are the additional expectations you agree together. |
| then only setting the annual sales targets. | | | | With regular clarification of these expectations, |
| This technique is applicable at all levels. The position of | | | | feedback on progress and recognition for |
| Accounts Clerk may have expectations of success | | | | achievements, you'll be meeting employees' key needs |
| along the following lines. | | | | at the same time as increasing the chances of them |
| At the end of 1 month: | | | | meeting yours. |