Performance problems?

No, not that sort of performance problem..................but a useful checklist to help business owners and managers.My own use of this checklist for analysing performance problems was always with regard to running teams of Financial Advisers. However, the format was designed to help in any business or industry and almost all business leaders or managers will, at some point, need to address performance problems within their team.ANALYSING INDIVIDUAL PERFORMANCE PROBLEMS 1. This person is not performing as they should be - I think I've got a training problem. ASK YOURSELF THISa. What is the performance discrepancy?A BIT MORE THINKING• Why do I think there is a training problem?• What is the discrepancy between what is being done and what should be done?• What causes me to think that there is a problem?• Why am I not happy with this person's performance?ASK YOURSELF THISb. Is it important?A BIT MORE THINKING• Why is the discrepancy important? (what is it's cost?)• What are the consequences if I take no action?• Would taking action to resolve the discrepancy have any positive outcomes?ASK YOURSELF THISc. Is it a skill deficiency? A BIT MORE THINKING• Could the individual perform as needed if really required to do it?• Could the individual perform if his or her life depended on it?• Does the individual possess adequate skills for the desired performance?2. It is skill deficiency - they couldn't do it if their lives depended on it. ASK YOURSELF THISa. Have they performed well previously?A BIT MORE THINKING• Did the individual once know how to perform as required?• Has the individual just forgotten how to do what is needed?ASK YOURSELF THISb. How often is the skill or performance used?A BIT MORE THINKING• Does the individual receive regular feedback on his or her performance?• Exactly how is feedback communicated on how well he or she is performing?ASK YOURSELF THISc. Is there a simple solution?A BIT MORE THINKING• Could we provide some kind of job aid that would assist performance?• Do we provide the needed information in written instructions or checklists?• Would demonstration be a better form of providing knowledge?• Would practical on site training be sufficient?ASK YOURSELF THISd. Do they have what it takes?A BIT MORE THINKING• Is the individual still capable of learning the job to the required level?• Does this individual still have the potential to actually perform as desired?• Is this individual overqualified for this particular role?3. It is not skill deficiency - they could do it if they wanted to.ASK YOURSELF THISa. Is the required performance punishing? A BIT MORE THINKING• What consequences are there of performing as required?• Is it punishing to perform as required?• Does the individual think that the required performance is geared to penalties?• Would the individual's world become a little dimmer if he or she achieved the required performance level?ASK YOURSELF THISb. Is non-performance rewarding? A BIT MORE THINKING• What is the result of doing it the present way instead of my way?• What does the individual receive for the current performance by way of reward, prestige, status, trips?• Does the individual receive more attention for his or her current performance as against performing to the required level?• What things reward the current situation?• Is this individual doing less so that there is less to worry about? (mental issues?)• Is this individual actually doing less so it is less tiring? (physical issues?)ASK YOURSELF THISc. Does performing really matter to them? A BIT MORE THINKING• Does achieving the required level matter to the individual?• Is there a rewarding outcome for getting it right?• Is there an undesirable consequence of not getting it right?• Is there a source of satisfaction for performing?• Can the individual take pride in the personal performance or as a team member?• Is there job satisfaction for this individual?ASK YOURSELF THISd. Are there obstacles to performing?A BIT MORE THINKING• What stops this individual from performing?• Does the individual understand what is needed?• Does the individual understand when to do what is needed?• What other conflicting demands are there on this individual's time?• Does the individual not have:• .. the authority?• .. the time?• .. the tools?• Are there traditions, or a "we've always done it this way", that ought to be changed?• Can we ease any obstacles by:• .. improving lighting?• .. increasing comfort?• .. modifying the work position?• .. reducing visual or noise distractions?• Can we reduce any other factors - phone calls, "fire fighting", the demands of less important but more immediate problems?4. What should I do now?ASK YOURSELF THISa. Which solution is best?A BIT MORE THINKING• Have we uncovered and addressed all potential solutions?• Does each solution address itself to one or more of the identified problems?• What is the cost of each potential solution?• Have the intangible (unmeasurable) costs been assessed?• Which solution is most practical, feasible, and economical?• Which solution will add most value (solve the largest part of the problem for the least effort)?• Which solution are we best equipped to try?For those of you operating in my world, all Financial Advisers, Independent Financial Advisers and Mortgage Advisers want to perform well, both for their clients and themselves - some just need a little help now and then.David ShirleyHeadhunter andIndependent Financial Adviser (IFA) recruitment07770 627230david@davidshirley.co.uk