Behavioural Change
When managing people, it is common for managers to focus solely on output: how much has the individual concerned done within what timeframe? This approach has obvious advantages: a focus on output makes it straightforward to compare the contribution made by one person compared with another. It encourages the use of league tables and a competitive spirit is adopted by those who want the top spot.
The problem is that output only tells you half the story. As the song goes ‘It ain’t what you do, it’s the way that you do it… And that’s what gets results’. Perhaps an employee is great at selling (the what) but has a tendency to upset colleagues, and does not see the need to work as a team (the how) or maybe someone produces work to a great standard, but is blunt to customers and that causes distress and potential complaints. In such a situation, should the person in question really enjoy the top spot on a leader board?
What is the answer to this dilemma? Making values and behaviour as important as output when undertaking performance management.
Placing values and positive behaviours at the centre of what your organisation does is likely to improve the experience that your clients receive as well as improving productivity and lower absenteeism because the working environment becomes a much more positive place to be.
If your organisation needs help with achieving positive behavioural change, we are experienced in offering support with implementing behaviours into performance management and can ensure you are adhering to best practice. We
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