| | | | | others. However, poor performers might find |
| As humans, we try to avoid what we dislike. As | | | | themselves relegated to offices, departments, or |
| managers, you can use your knowledge of what | | | | staffs they deplore. In these circumstances, link |
| employees dislike to encourage improved | | | | performance improvement to location improvement. |
| performance. How? By explaining to employees how | | | | 4. Working particular hours: Sometimes low performers |
| doing a better job could help them avoid the things | | | | do not get the prime choices when it comes to work |
| they dislike. | | | | schedules, overtime hours, or number of hours. If |
| The good news is that you will know what employees | | | | that’s the case in your organization, use this to |
| dislike because they will tell you directly with body | | | | encourage improved performance. Connect desirable |
| language or comments. Or they will show you indirectly | | | | performance to desirable work hours. |
| with unsatisfactory performance; or in more extreme | | | | ”Employee Dislikes” Is A Useful Performance |
| cases with non-performance. Consider these four | | | | Improvement Option |
| possibilities for linking what employees dislike to | | | | As a manager, you can’t overlook any option for |
| improved performance: | | | | improving employee performance. That’s because |
| 1. Working alone: Some employees dislike working | | | | employees are different and situations are different. |
| alone. They want to interact with other people. But | | | | What works for one employee might not work for |
| perhaps their performance has relegated them to | | | | another. Additionally, what works for one employee at |
| solitary assignments. If that’s the case, connect | | | | one time, or in one instance, might not work at another |
| improved performance to increased interactions. | | | | time or another instance. So the more options you |
| 2. Working with other employees: Sometimes | | | | have the better. |
| employees want to work alone. They cringe at | | | | Focusing on employee dislikes is an option you can use |
| working in teams or partnering with others. Maybe their | | | | to connect a change in performance to a change in |
| lackluster performance has created a situation where | | | | the disliked situation. You just have to explain to |
| they have to work with someone else. In these | | | | employees how improved performance might lead to |
| instances, describe how a change in performance | | | | them having to do fewer of those things. So the next |
| could lead to a change in working assignments. | | | | time you are looking for a way to encourage |
| 3. Working at specific locations: If there are | | | | employees to do a better job, make the connection |
| opportunities for employees to work in different | | | | between increased positive performance and |
| locations, some locations will be more desirable than | | | | decreased disliked experiences. |