10 tips for the leader about employee motivation

Posted in Aktuellt, Leadership / Ledarskap on oktober 16th, 2014 by admin

You can make their day or break their day. Your choice. No kidding. Other than the decisions individuals make on their own about liking their work, you are the most powerful factor in building employee motivation and positive morale.

As a manager or supervisor, your impact on employee motivation is immeasurable. By your words, your body language, and the expression on your face, you telegraph your opinion of their value to the people you employ.

Feeling valued by their supervisor in the workplace is key to high employee motivation and positive morale. Feeling valued ranks right up there for most people with liking the work, competitive pay, opportunities for training and advancement, and feeling in on the latest

Building high employee motivation and morale is both challenging and yet supremely simple. It requires that you pay attention every day to profoundly meaningful aspects of your impact on life at work.

Your Arrival at Work Sets the Tone for the Day
Motivation BPicture Mr. Stressed-Out and Grumpy. He arrives at work with a frown on his face. His body language telegraphs over-worked and unhappy. He moves slowly and treats the first person who approaches him abruptly. It takes only a few minutes for the entire workplace to get the word. Stay away from Mr. Stressed-Out and Grumpy if you know what’s good for you this morning.

Your arrival and the first moments you spend with staff each day have an immeasurable impact on positive employee motivation and morale. Start the day right. Smile. Walk tall and confidently. Walk around your workplace and greet people. Share the goals and expectations for the day. Let the staff know that today is going to be a great day. It starts with you. You can make their day.

Use Simple, Powerful Words to Motivate Employees
ometimes in my work, I get gifts. I recently interviewed an experienced supervisor for a position open at a client company. She indicated that she was popular with the people at her former company as evidenced by employees wanting to work on her shift.

Responding to my question, she said that part of her success was that she liked and appreciated people. She sent the right message. She also uses simple, powerful, motivational words to demonstrate she values people. She says please, thank you, and you’re doing a good job. How often do you take the time to use these simple, powerful words, and others like them, in your interaction with staff? You can make their day.

For Employee Motivation, Make Sure People Know What You Expect
In the best book I’ve read on the subject, Why Employees Don’t Do What They’re Supposed to Do and What to Do about It Compare Prices, by Ferdinand Fournies, setting clear expectations is often a supervisor’s first failure. Supervisors think they have clearly stated work objectives, numbers needed, report deadlines and requirements, but the employee received a different message.

Or, the requirements change in the middle of the day, job, or project. While the new expectations are communicated – usually poorly – the reason for the change or the context for the change is rarely discussed. This causes staff members to think that the company leaders don’t know what they are doing. This is hardly a confidence, morale-building feeling.

This is bad news for employee motivation and morale. Make sure you get feedback from the employee so you know he understands what you need. Share the goals and reasons for doing the task or project. In a manufacturing environment, don’t emphasize just numbers if you want a quality product finished quickly. If you must make a change midway through a task or a project, tell the staff why the change is needed; tell them everything you know. You can make their day.

Provide Regular Feedback for Employee Motivation
When I poll supervisors, the motivation and morale builder they identify first is knowing how they are doing at work. Your staff members need the same information. They want to know when they have done a project well and when you are disappointed in their results. They need this information as soon as possible following the event.

They need to work with you to make sure they produce a positive outcome the next time. Set up a daily or weekly schedule and make sure feedback happens. You’ll be surprised how effective this tool can be in building employee motivation and morale. You can make their day.

People Need Positive and Not So Positive Consequences
Hand-in-hand with regular feedback, employees need rewards and recognition for positive contributions. One of my clients has started a “thank you” process in which supervisors are recognizing employees with personally written thank you cards and a small gift for work that is above and beyond expectations.

Employees need a fair, consistently administered progressive disciplinary system for when they fail to perform effectively. The motivation and morale of your best-contributing employees is at stake. Nothing hurts positive motivation and morale more quickly than unaddressed problems, or problems addressed inconsistently.

What about supervisory discretion, you are probably thinking. I’m all for supervisory discretion, but only when it is consistent. People need to know what they can expect from you. In employee relations, an apt statement is: “Fool me once, shame on you. Fool me twice, shame on me.” (attribution unknown) You can make their day.

It Ain’t Magic. It’s Discipline.
Supervisors frequently ask, “How do I motivate employees?” It’s one of the most common questions I am asked. Wrong question. Ask instead, “How do I create a work environment in which individual employees choose to be motivated about work goals and activities?”

That question I can answer. The right answer is that, generally, you know what you should do; you know what motivates you. You just do not consistently, in a disciplined manner, adhere to what you know about employee motivation.

The ten tips, outlined in this article, are the keys to supervisory success in creating positive employee motivation and morale. TheMotivation C challenge is to incorporate them into your skill set and do them consistently – every day. Author, Jim Collins identified disciplined people doing disciplined things every day as one of the hallmarks of companies that went from Good to Great: Why Some Companies Make the Leap… And Others Don’t Compare Prices. You can make their day.

Continue Learning and Trying Out New Ideas for Employee Motivation
Use whatever access you have to education and training. You may have an internal trainer or you can seek classes from an outside consultant, a training company, or a college or university. If your company offers an educational assistance plan, use all of it.

If not, start talking with your Human Resources professionals about creating one. The ability to continuously learn is what will keep you moving in your career and through all the changes I expect we’ll see in the next decade.

Minimally, you will want to learn the roles and responsibilities of supervisors and managers and how to:
– provide feedback,
– provide praise and recognition,
– provide proper progressive discipline,
– give instructions,
– interview and hire superior employees,
– delegate tasks and projects,
– listen actively and deeply,
– write records, letters, file notations, and performance evaluations,
– make presentations,
– manage time,
– plan and execute projects,
– problem solve and follow up for continuous improvement,
– make decisions,
– manage meetings
– build empowered teams and individuals in a teamwork environment.
What does all this have to do with employee motivation, you may ask? Everything. The more comfortable and confident you are about these work competencies, the more time, energy, and ability you have to devote to spending time with staff and creating a motivating work environment. You can make their day.

Make Time for People for Employee Motivation
Spend time daily with each person you supervise. Managers might aim for an hour a week with each of their direct reports. Many studies indicate that a key employee work motivation factor is spending positive interaction time with the supervisor. Schedule quarterly performance development meetings on a public calendar so people can see when they can expect some quality time and attention from you. You can make their year.

Focus on the Development of People for Employee Motivation
Most people want to learn and grow their skills at work. No matter their reason: a promotion, different work, a new position or a leadership role, employees appreciate your help. Talk about changes they want to make to their jobs to better serve their customers.

Encourage experimentation and taking reasonable risk to develop employee skills. Get to know them personally. Ask what motivates them. Ask what career objectives they have and are aiming to achieve. Make a performance development plan with each person and make sure you help them carry out the plan. The quarterly performance development meeting is your opportunity to formalize plans for people. You can make their career.

Share the Goals and the Context: Communicate for Employee Motivation
People expect you to know the goals and share the direction in which your work group is heading. The more you can tell them about why an event is happening, the better.

Prepare staff in advance if visitors or customers will come to your workplace. Hold regular meetings to share information, gain ideas for improvement, and train new policies. Hold focus groups to gather input before implementing policies that affect employees. Promote problem solving and process improvement teams.

Above all else, to effectively lead a work group, department, or unit, you must take responsibility for your actions, the actions of the people you lead, and the accomplishment of the goals that are yours.

motivation AIf you are unhappy with the caliber of the people you are hiring, whose responsibility is that? If you are unhappy about the training people in your work group are receiving, whose responsibility is that? If you are tired of sales and accounting changing your goals, schedule, and direction, whose responsibility is that?

If you step up to the wire, people will respect you and follow you. You are creating a work environment in which people will choose motivation. It does start with you. You can make their whole experience with your company.

You can make their day or break their day. Your choice. No kidding. Other than the decisions individuals make on their own about liking their work, you are the most powerful factor in building employee motivation and positive morale.

As a manager or supervisor, your impact on employee motivation is immeasurable. By your words, your body language, and the expression on your face, you telegraph your opinion of their value to the people you employ.

Feeling valued by their supervisor in the workplace is key to high employee motivation and positive morale. Feeling valued ranks right up there for most people with liking the work, competitive pay, opportunities for training and advancement, and feeling in on the latest news.
Building high employee motivation and morale is both challenging and yet supremely simple. It requires that you pay attention every day to profoundly meaningful aspects of your impact on life at work.

Source: About.com, 16 October 2014
By: Susan M Heatfield

Därför ska chefen inte ha eget rum

Posted in Aktuellt, Leadership / Ledarskap on oktober 16th, 2014 by admin

Sex av tio chefer sitter fortfarande i egna rum – trots att det minskar personalens delaktighet och trivsel.
– Det är väldigt gammaldags med chefen i eget rum, säger Cecilia Söderström, personalchef på fastighetsbolaget Vasakronan.

Sex av tio chefer sitter fortfarande i egna rum – trots att det minskar personalens delaktighet och trivsel.
– Det är väldigt gammaldags med chefen i eget rum, säger Cecilia Söderström, personalchef på fastighetsbolaget Vasakronan.

Chefer med personalansvar har i ännu högre grad en arbetsplats med egen dörr. Samtidigt tror två av tre chefer att kontorets utformning underlättar för dem att vara delaktiga i medarbetarnas Boss 1dagliga arbete.

Medarbetarna tycker att den största fördelen med att sitta i ett öppet landskap, och ha chefen i närheten, är möjligheten till kontinuerlig feedback. Det svarar cirka 1.200 av de drygt 2.000 svenskar som deltagit i undersökningen Kontorsbarometern. Nästan varannan upplever att arbetsplatsen blir mindre hierarkisk.
– När cheferna sitter mitt bland medarbetarna ser man direkt om han eller hon är ledig. Om de sitter i egna rum måste man knacka på och fråga ”Är du ledig?”, säger Cecilia Söderström.

Många kontorsanställda upplever också att de blir mera kreativa och får mer gjort om de sitter tillsammans med chefen och andra medarbetare, än ensamma i egna rum.
– Produktivitet är svårt att mäta. Men tack vare att det är lättare att nå varandra och till exempel testa idéer, känner man sig mera produktiv. Yngre är mera positiva än äldre till de öppna kontorslösningarna. Det tror Cecilia Söderström beror på att unga människor är mera otåliga.
– De yngre är vana vid tempot i sociala medier och vill inte behöva boka ett möte och vänta. De vill ha svar direkt.

Källa: DN.se, 2014
Av: Monica Hedlund (monica.hedlund@dn.se)

Heta Ello utmanar Facebook

Posted in Aktuellt, Allmänt, Digitalisering / Internet on oktober 15th, 2014 by admin

Vad är fritt från reklam, får 35 000 förfrågningar i timmen och får folk att betala cirka 3 000 kronor?Svaret: Ello – det nya sociala nätverket som ska utmana Facebook.

Det nya heta inom sociala nätverk och som kommer att bli gigantiskt stort? Eller bara en tillfällig fluga som snart försvinner?

Åsikterna går isär angående Ello (www.ello.co) men en sak är i alla fall klar, just nu är det otroligt hett. Etablerat förra året i USA som ett privat nätverk har man sedan ett par dagar tillbaka öppnat för en större publik – men enbart genom speciella inbjudningar.
– Hypen har blivit enorm kring sajten vilket är ganska obegripligt. Den är i dagsläget otroligt fattig på funktioner, det går i stort sett bara att skriva meddelanden och följa vänner, säger Emanuel Karlsten, journalist och föreläsare i digitala medier.
ello 2
Inbjudningarna till nätverket är nu så eftertraktade att de säljs på auktionssajten Ebay för upp till 500 dollar, drygt 3 000 kronor. Enligt vissa uppgifter får också nätverket upp till 35 000 förfrågningar i timmen.

Vad är då Ello? Det marknadsför sig som ett alternativ till betydligt mera kända Facebook genom att användaren slipper bieffekterna hos Facebook. “Ello säljer inte reklam, vi säljer inte data om dig. Du är inte en produkt”, skriver företaget i ett manifest.
– Många är trötta på att Facebook tjänar pengar genom att sälja information om sina användare och det här är en tydlig markering mot det, säger Emanuel Karlsten.

Enligt Karlsten har det funnits flera liknande utmanare till Facebook tidigare som försvann från det allmännas medvetande lika snabbt som de kom.
– Jag har svårt att se vad Ello skulle ha som är unikt som de andra har missat. För den breda allmänheten tror jag att det här blir en axelryckning.

I dagsläget ser Karlsten ingen tydlig utmanare som kan hota Facebooks “världsherravälde”.
– Det enda hotet mot Facebook är deras egen girighet. Google och flera andra står och väntar på ett snedsteg så att de kan ta över med sina Facebookvarianter. Men i nuläget finns det inget som tyder på att Facebook skulle förlora sin själ i jakten på pengar.

Källa: Nyteknik.se, 15 oktober 2013

Världens 100 högst värderade varumärken

Posted in Aktuellt, Allmänt on oktober 13th, 2014 by admin

Apple och Google är nummer ett respektive nummer två på listan. H&M hamnar på plats 21 och värdet på det svenskgrundade varumärket är 21 miljarder dollar, och har stigit med 16 procent, enligt interantionella varumärkesbyrån Interbrands genomgång av världens 100 högst värderade varumärken – Best Global Brands.
“I år planerar H&M att öppna 375 butiker, mestadels i Kina och USA”, skriver Interbrand.
Ikea hamnar strax bakom, på plats 26, och värdet på möbeljätten har stigit med 15 procent, till 15,8 miljarder dollar. Interbrand lyfter fram Ikeas möbelansvar i motiveringen:
“Bolaget planerar att övergå till 100 procent förnyelsebar energi 2020”, skriver Interbrand.

Telekombolaget Huawei tar sig in på plats 94, vilket är första gången ett kinesiskt bolag hamnar på Best Global Brands.

Nokia rasar på listan och går från plats 57 till att nu hamna pp plats 98.

Källa: Dagensmedia.se, 10 oktober 2014

What great managers do differently

Posted in Aktuellt, Leadership / Ledarskap on oktober 13th, 2014 by admin

Great managers break every rule perceived as conventional wisdom, when dealing with the selection, motivation, and development of staff. So state Marcus Buckingham and Curt Coffman in First, Break All The Rules: What the World’s Greatest Managers Do Differently, a book which presents the findings of the Gallup organization’s interviews with over 80,000 successful managers.

Most powerful about these findings about successful management is that each great manager was identified based upon the performance results he produced in his organization. Here are some of the key ideas discussed in the great managers book.

Additionally, I’ll expand upon the human resource management and development information from the book with specific examples and recommendations. Managers and human resource management and development professionals can apply the research findings to jump start their management career success.

An Overall New Approach to Human Resource Development
The insight most commonly expressed during the interviews with 80,000 great managers challenges traditional human resource management and development beliefs. Thousands of great managers stated variations on this belief: “People don’t change that much. Don’t waste time trying to put in what was left out. Try to draw out what was left in. That is hard enough.” (p. 57)

GM 3The implications of this insight for training and performance development are profound. This insight encourages building on what people can already do well Instead of trying to fix weaker skills and abilities.

The traditional performance improvement process identifies specific, average or below performance areas. Suggestions for improvement, either verbal or in a formal appraisal process, focus on developing these weaknesses.

What great managers do instead, is assess each individual’s talents and skills. They then provide training, coaching, and development opportunities that will help the person increase these skills. They compensate for or manage around weaknesses.

For example, if I employ a person who lacks people skills, a diverse group of staff members can form a customer service team that includes him. Other employees with excellent people skills make his weakness less evident. And, the organization is able to capitalize on his product knowledge when dealing with product quality issues.

Does this mean that great managers never help people improve their inadequate skills, knowledge, or methods? No, but they shift their emphasis to human resource development in areas in which the employee already has talent, knowledge, and skills.

The Four Vital Jobs for Great Managers
Buckingham and Coffman identify four twists on conventional approaches which further define the differences in tactics espoused by great managers.
•Select people based on talent.
•When setting expectations for employees, establish the right outcomes.
•When motivating an individual, focus on strengths.

When Motivating an Individual, Focus on Strengths
Great managers appreciate the diversity of the people in their work group, state Buckingham and Coffman. They recognize that “helping people become more of who they already are,” since each person has unique strengths, will best support their success.
They focus on an individual’s strengths and manage around his weaknesses. They find out what motivates each staff member and try to provide more of it in his work environment. As an example, if challenge is what your staff person craves, make sure he always has one tough, challenging assignment. If your staff member prefers routine, send more repetitive work in his direction. If heGM 1 enjoys solving problems for people, he may excel in front-line service.

Compensate for staff weaknesses. As an example, you can find the employee a peer coaching partner who brings strengths he may lack to an assignment or initiative. Provide training to boost skills in needed areas of performance.

Human Resources professionals can assist by problem solving with managers who seek ideas for managing around weaknesses. You can make certain individual strengths are nurtured and that people have the opportunity to use their talents in their jobs. You can design reward, recognition, compensation, and performance development systems that promote a work environment in which people feel motivated to contribute. Consider the advice of the book’s great managers who recommend, “spend the most time with your best people.”

Find the Right Job Fit for Each Person
A manager’s job is not to help every individual he employs grow. His job is improving performance. To do this, he has to identify whether each employee is in the right role. Additionally, he needs to work with each person to determine what “growing in his role,” and thus his ability to contribute to performance within the organization, means.

GM 2For some people, this may mean reaching for a promotion; for others, it means expanding the current job. Traditionally, people felt the only growth in the work place was “up” the promotional ladder. This is no longer true, and I doubt if it was ever best practice thinking. Buckingham and Coffman state, “create heroes in every role.” Remember The Peter Principle (Compare Prices), a book which maintains that individuals are promoted to their level of incompetence?

The Human Resource professional must maintain a thorough understanding of positions and needs across the organization, to help each individual experience the right job fit. Familiarize yourself with the talents and capabilities of each person in your organization. Keep excellent documentation of testing, job applications, performance appraisals, and performance development plans.

Develop a promotion and hiring process which supports placing people in positions that “fit.” Establish career development opportunities and succession plans that emphasize “fit” over experience and longevity.

As a Human Resources professional, if you can assist the managers and supervisors in your organization to understand and apply these concepts, you’ll help create a successful organization of strong, talented contributing people. And, isn’t that the type of workplace you’d like for yourself as well?

Select People Based on Talent
During the Gallup interviews, great managers stated that they selected staff members based on talent, rather than experience, education, or intelligence. Gallup defined talents by studying the talents needed to achieve in 150 distinct roles. Talents identified are:
• striving – (examples: drive for achievement, need for expertise, drive to put beliefs in action),
• thinking – (examples: focus, discipline, personal responsibility), and
• relating – (examples: empathy, attentiveness to individual differences, ability to persuade, taking charge).

Human Resource professionals will support line managers more effectively if they recommend methods for identifying talents such as realistic testing and behavioral interviewing . When checking background, look for patterns of talent application. (As an example, did the candidate develop every new position she ever obtained from scratch?)

Source: About.com
By: Susan M Heathfield

Employee motivation: Focus on process instead of results

Posted in Aktuellt, Leadership / Ledarskap on oktober 7th, 2014 by admin

Managers often miss the most important part of performance management conversations by focusing only on results and accountability, says Susan Fowler, author of the new book Why Motivating People Doesn’t Work … and What Does. Fowler recommends that managers shift their focus from holding people accountable for results to looking at creating the type of environment where people will take on the responsibility for those results themselves.
“There is a huge difference between seeing your job as holding people accountable for results versus helping them to be accountable. People want to be accountable. They want to make a contribution and do the right thing. If you, as a manager, find yourself having to hold people accountable, there is a breakdown in the process and in the way that goals, metrics, and the work environment have been defined.

“People are always motivated,” explains Fowler. “Your job as a leader is to understand why a person is motivated the way they are and then help them understand their choices, opportunities, and options.”

Fowler encourages leaders to recognize different Motivational Outlooks—or reasons people are motivated. Motivational Outlooks fall into two broad categories with significantly different implications: optimal and suboptimal.

motivated aSuboptimal Motivational Outlooks describe when the reason a person is motivated is based on money, rewards, status, power, and other external incentives; or pressure to perform, fear of underperforming, threatening timelines, and overwhelming conditions—classic carrots and sticks.

Optimal Motivational Outlooks describe motivation based on work aligned with higher-level values or connected to a noble purpose, or inherent joy and pleasure. Optimal Motivational Outlooks satisfy employees’ need for autonomy, relatedness, or competence. When people act from optimal Motivational Outlooks, they see the value of their work and how it helps them experience an increased sense of control, enhanced relationships, and new skills.

Over time, these two motivational approaches play out very differently in organizations. Organizations whose practices promote suboptimal Motivational Outlooks not only suffer long-term performance, productivity, and innovation loss, but also find themselves dealing with the aftermath of thwarting people’s psychological needs: namely low morale, high turnover, absenteeism, inventory shrinkage, and other ways of people acting out to make up for what they are missing. It leads to an attitude of work as a transaction, “I will only do this if I get that.”

“There is a huge opportunity loss with this approach,” explains Fowler. “We are not getting the best from people under those conditions. Workplaces based on suboptimal Motivational Outlooks—carrots or sticks—to increase results may achieve short-term behavior change but end up with compliance, not commitment.”

A Surprising Result from Corporate Wellness Programs

Fowler points to a study looking at well-being programs as an example of how practices that set up suboptimal Motivational Outlooks hurt more than they help. She explains how 75 percent of companies in North America and Europe offer people some form of monetary incentive to improve their health. And yet the studies show that once those incentive programs end and people have received whatever reward they are given, within twelve weeks they have fully reverted to the behaviors they had prior to the program.

“Even worse,” explains Fowler, “over those twelve weeks, they gain back more weight or smoke more than before. Incentives undermine important psychological needs. When the incentive program pops up again, people participate less or look for ways to ‘game’ the system. They go for the prize without any real intention of sustained behavior change.”

A Different Focus
Progressive organizations understand the detrimental effects of traditional motivation and are starting to move in the direction of what works better. The problem is that there is a lot of anxiety, according to Fowler.
“Leaders are concerned—even fearful—about taking the carrot and the stick away. They think, ‘What do I have left? What do I use to motivate people? What do I do?’”

Fowler encourages leaders not to hesitate taking a different approach. “There are alternatives!” To begin, Fowler recommends promoting autonomy, relatedness, and competence. “A good place to startmotivated b is to change the way you present goals and deadlines that too often undermine people’s sense of autonomy. Reframe goals and deadlines as vital information that will help people succeed instead of techniques for holding people accountable.

“Promote relatedness through values conversations; help people align their work with meaningful values and a sense of purpose. Tap into what is inherently rewarding to people. The best leaders create an alliance with their people that goes beyond compliance. Develop people’s sense of competence by asking, ‘What did you learn today that will help you be better tomorrow?’ instead of only focusing on ‘What did you get done today?’”

It’s about having Motivational Outlook Conversations with people to surface the type of motivation people already have and guide them to better choices—for their own well-being (which also happens to benefit the organization as well).

As Fowler explains, “Leaders want to do the right thing, but without understanding the true nature of human motivation, they fall into traditional traps that plop people into suboptimal Motivational Outlooks. People need autonomy, relatedness, and competence. When those needs are thwarted, people long for something they cannot name. Not understanding the basis of human thriving, people cannot ask for what they don’t know they need. So instead, they end up asking for substitutes to autonomy, relatedness, and competence—such as money, status, and power—that ironically undermine the very things they need.”

Imagine if leaders could teach people about the true nature of human motivation and then develop best practices that help promote optimal Motivational Outlooks. They can, because motivation is a skill. People can learn to shift their Motivational Outlook and experience a higher-quality motivational experience anytime and anywhere they choose.

Fowler’s hope is that leaders everywhere experience a huge sense of relief when they realize that motivation is a skill that they can teach others and practice themselves. That gives leaders extraordinary opportunities that aren’t limited by the carrot and the stick.

Source: Kenblanchard.com, 7 October 2014
By: Susan Fowler

Chefen lever längst

Posted in Aktuellt, Allmänt, Leadership / Ledarskap on oktober 7th, 2014 by admin

Högutbildad, kvinna och chef? Det talar, i alla fall statistiskt sett, för ett långt liv.

happy 2Det är SCB som undersökt 3,66 miljoner svenskar i åldern 35–64. Dödlighet i yrket kan enligt SCB förklaras med faktorer som arbetsmiljö, arbetsvillkor i yrket, beteenden och levnadsvanor.

Och den grupp som visar lägst dödlighet är chefer. Studien visar att utbildning är viktigt. Dödligheten är generellt lägre i yrken som kräver eftergymnasial utbildning.

Monotona jobb tenderar att ge högre dödlighet.

Källa: DI.se, 7 oktober 2014

Så når företagen sina mål

Posted in Aktuellt, Allmänt, Leadership / Ledarskap, Strategy implementation / Strategiimplementering on oktober 1st, 2014 by admin

Lars Johansson, Acando Management Consulting, berättar mer här nedan:

1. Sätt mål …

… som stöder en kontinuerlig prestation. Ta hjälp av benchmarks från konkurrenter eller andra närliggande verksamheter.

2. Se till att medarbetarna …

… känner till syftet med målen, och följ upp vi t.ex. medarbetarkartläggningar (läs mer på www.3s.se).

3. Uppmuntra och belöna …
… medarbetarna utifrån hur väl de presterar i förhållande till uppsatta mål.
goal 2
4. Utveckla relevanta nyckeltal …
… i samarbete med företagets olika intressenter (medarbetar, ägare och kunder).

5. Begränsa de övergripande nyckeltalen …

… til en liten balanserad samling som belyser kostn, kvalitet och tid tvärs genom företaget, dess processer och personal.

6. Se till att företagets …
… övergripande nyckeltal avspeglar aktuella strategier och processer. Skapa förståelse internt för vad som är viktigt och hur den enskilde medarbetaren kan bidra.

7. Anpassa rapporteringen …

… utifrån användarnas behov av information och frekvens. sträva dessutom efter att utveckla rapporter direkt mot operationella databaser och undvik tidskrävande manuell bearbetning.