When you are aware of your investments and returns, there are co-relations that exist because you are talking about people. People in your workforce are the same individuals who will make you become successful. Success and skills-gap versus cost of hiring are concepts that cannot be ignored when you like to be considered the ‘high performance organization’. The following will help you understand many factors that affect the co-relations between concepts posted above.
Factors that create under-performance of a workforce:
1. Misunderstanding of actual responsibilities, duties and the extent of functions
2. Inefficient skills of the reporting manager to discuss, communicate and perform real-time expectations that are results driven
3. Acclimatization was taken for granted. The adaptation period where new hire was oriented, got equipped with knowledge about the organization, its business, its customers, diversity of people that work in the organization, what are the promises to achieve greater and grow within the organization.
4. Absence of Peer-to-peer learning, coaching and mentoring between more experienced members of the workforce to that of a newer hires
5. Non-existence of Feed backing session as a venue of learning short sightedness, wrong actions, development of rapport, building better competencies, with reporting manager, peer-to-peer and other colleagues in the team
6. Different focus of Team building activities, it is not emphasizing on the development of collaboration, helping each member of the team, partnership, and cross-training
7. External influences can deter focus and productivity
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Plans with wrong focus
When individuals within the organization are found to be under-performing, immediately the people in the human resources department and the reporting manager will take their check list and implement a performance management. The particular employee will be put into a plan where his/her activities will be monitored under a micromanagement practice. Then eventually lay-off or terminate the employment when such employee will not meet the desired expectations of the performance management plan.
Lack of Knowledge and Competencies
Immediate performance plan activity is a demonstration of lack of knowledge and competency. Reporting managers and representatives of human resources need to know more about looking into the deeper factors that are affecting poorer achievements of expectations. It is the best time to use the HCM Evidence-based approach.
Bridging Skills Gap Increase R.O.I.
One of the expected areas of responsibilities of the “well-versed and experienced human capital and resources management practitioner” is the development of skills-gap within their organization. This is something that executive team will not need to tell you. Being pro-active in knowing these facts would help your organizational retention strategies to become a haven of effective workforce. You will save revenue that you incur when you re-hire or re-fill positions within a short period of time. Identify the co-relation of investments between skills-gap developments versus continuous hiring costs.
At the very early stage of employment, an effective practice is to utilize efficient on-boarding acclimatization period. This will help the new hire to become familiar and adjust to the activities surrounding him/her. Give the new hire the opportunity to adapt and learn. Support him/her with resources of people, tools and knowledge. With the right content and approach in developing those gaps of skills, it will support a long term R.O.I. of your investment in hiring great individuals for your organization.
It is also the responsibility of the human capital and resources management practitioner to create the venue of learning for the development of its management team. Enhancing their skills to train their team members, measure their skills, manage productive performance and provide feedbacks and communicate effectively is important. It is critical to develop a partnership in identifying areas where they can help their employee. Put an investment to every employee in order to achieve better results. Having more robust competencies of workforce will advance strategically the overall goals of the teams, and the organization as a whole.
Leadership cannot be ignored
Every leader must have a strong communicative competence. Leading people effectively is one of the highest roles when there are people that will work underneath you in an organization. Productivity, results-driven and R.O.I. are things that are looked at continuously. Decision making of terminating someone is another when expected managers or representative do not deliver their roles despite equipping them with support and resources to do their job. HR representatives need to step up their strategic mindset in order not to be displaced. During the 21st Century, organizational leaders are looking through their windows. They like people who are effective people managers, individuals who create opportunities among workforce and develop them to become leaders of the future.
What this means to you?
Before you take the high road of managing low performance of your under-achieving employees, as a reporting manager, team leader and HR representative – you must understand what are causing the low performance level.
Encourage a person-to-person collaborative relationship within the team and the organization. Avoid the practice of lacking communication. These practices have caused failures of many organizations.
Open the door of communication and use active listening. Practice efficiency driven by results and R.O.I. of your investments with your people. They are the driver of your success and not the reverse. Put emphasis on the way you develop them and how you achieve results through them.
High performance organizations value their people and their competencies. They put 100 percent emphasis on their effectiveness in making sure that their workforce has all the knowledge, skills, technical trade, tools and competencies. When people are valued, comfortable and supported, their drive to succeed is powerful.
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About JNT Consulting
JNT Consulting Global Resources offers professional consulting in human capital and resources management, provides workforce solutions that will achieve the "High Performance Organization" regardless of size and location.
JNT Consulting has its headquarters in San Jose, California and is "Your Partner for Growth & Development”, “Your Professional Coach”, and “Your Provider of Global Resources”. You can contact us by calling +1 650 241-3207 or visit our website.
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