Your guide to ensuring that your line managers are improving performance:

It doesn’t take a business guru to tell you that if you want your company to thrive, you need to make sure that your staff are firing on all cylinders. Of course though, as is often the case when it comes to the tricky business of managing people, this can be much easier said than done.

If you want to achieve big things, you need clear and effective processes in place to help you to get there. Your line managers play a huge role in creating a productive and high-performing culture, and you need to ensure that you’re driving them in the right direction.

Here, we share some of our tips for encouraging your line managers to step into their roles and play an active part in improving performance.

Create procedures that underpin your objectives

Your line managers can often only operate within the constraints that you provide them with. If you want them to excel in particular areas, you need to create a framework that allows them to do so. For this reason, it’s important that you consider what you already have in place that helps staff to reach their full potential.

Do you have a policy that outlines how often and in what format performance discussion should happen? Is there something in place that ensures the work is being carried out? Who ultimately chases things up to ensure that procedures are being followed? It’s not necessarily about ticking boxes, but you do need to create systems that encourage the day-to-day tasks to be carried out.

Give your managers the confidence and skills they need to have meaningful discussions

Unfortunately, making sure that performance discussions are taking place is only the first hurdle. It’s not so much about frequency, as it is about the quality of the conversations that are happening.

At the end of the day, talking about performance and addressing areas of concern can be daunting, even for the most experienced line managers. It’s important that you give them the opportunity to hone their skills, and to keep developing them on a regular basis. Consider how you can do this within your business. It may be the case that you need to roll out some training sessions, or perhaps you need to have your own one-on-one discussions with your management team so you can better understand how you can support them.

Encourage your managers to facilitate career development in their teams

Performance management isn’t just about fixing problems and making sure that the work gets done within a specified frame of time. It’s about looking ahead towards the future and ensuring that your business has the right kind of talent to drive operations forward and achieve growth.

The key takeaway here is that if your employees aren’t being given a chance to flourish, they’re likely to start looking elsewhere. Do you really want to lose your talented members of staff to your competitors? Be sure that your line managers are having open and honest conversations with their direct reports about where they see themselves in the next five years, and that information is taken seriously and considered when it comes to planning the direction of the business as a whole.

If line management capability is something that you want to improve, we can help. We believe that successful businesses are created when leadership teams are given the tools they need to excel. Contact us for an initial discussion about how we could bring our practical approach to your business.

Give us a call today!

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Are you welcoming new staff into your business? Get it right the first time!

Recruiting a new member of staff for your growing business can be a really exciting time, but it’s something that you should definitely consider carefully before you rush into taking action.

One of the key challenges that you’re going to face is ensuring that your new recruit is welcomed into your existing team without any significant issues.

Of course, some of the basics can be covered by exercising a little common sense and forward planning. You probably don’t need us to tell you that your new member of staff will need to be able to log in to the computers, access your policies, understand their terms of employment, and know where they need to go if they want to grab a sandwich or use the bathroom.

There are wider considerations that need to be made though, and while they’re often pretty simple, they’re easy to overlook. Here, we’ll explain more:

Be sure to brief your staff on the changes

Before your new member of staff starts work, hold a briefing with the existing team so they know what’s happening. Explain a little about the role that your new recruit will be carrying out and how that fits into the bigger picture. Too many problems occur simply because there has been a lack of communication, so make sure that you keep everyone updated and involved.

It might be the case that you’re asked questions about how the changes could impact on existing roles. Staff may be concerned that they’ll no longer be able to work overtime, for example. Be prepared for questions of this nature, and try to provide detailed and honest answers wherever possible.

Know who has responsibility for the induction/new employee orientation

If it’s one of your line managers who will have overall responsibility for your new employee, you need to make sure that they’re capable and willing to step into that role and really own it. Having someone who will oversee the induction process, ensure that any necessary boxes are ticked, and solve any problems that might occur is the only way to stay organized.

In practical terms, the induction or orientation is likely to involve a varied cross-section of the team. There may be some job shadowing carried out, for example, or you might decide that it’s a good idea to ‘buddy up’ new employees with more experienced members of staff.

Carry out regular check-ins with your new employee

Getting to grips with a new role can be a big challenge. It’s likely that your new employee will have a lot to learn over the coming weeks and months. You might traditionally carry out formal performance discussions once every 6 or 12 months, but you really shouldn’t wait this long with your new recruit. Make sure that conversations are taking place more regularly.

Bear in mind that appraisals, formal or otherwise, aren’t just about telling someone where they need to make improvements. They’re about supporting the individual so they can reach their full potential, listening to their thoughts and concerns, and developing an action plan to get them to where they need to be.

Recruiting staff, and everything that goes with it, can be extremely daunting. As with all things though, you become much more confident with a little experience and a good plan to stick to.

If you’re looking to build your workforce and you feel like you’d benefit from working with a professional to ensure that you get things right, feel free to connect with us.

Give us a call today!

Website: www.TheWorkforceConsultants.com

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