July 2006 Newsletter

In this issue:

How to handle low performers....

Low performance, it comes on like a creeping, deadly disease!

At first an employee rarely completes tasks on time. Soon he starts to arrive at work late, and then -- and more and more often -- he's absent.

As a result, a department or business's productivity and effectiveness fall off. To compensate, the manager gradually shifts some of the workload to higher-performing workers.

Low performers affect productivity, morale

By this time, however, the employee's co-workers have noticed that he fails to pull his weight and morale has begun to crumble.

It's no surprise that managers in this situation privately wish the problem would simply disappear. But these problems never do. They just hang on… and on… and on…costing more than if you paid this employee to stay home.

Often -- and even worse -- those "top performers" saddled with the extra work load choose to move on to new jobs. Further, customers who interact with the low performer, begin taking their business elsewhere.

Is there any doubt superior performance is important?

Studies show that executives and managers think so. In its 2004 High Performance Workforce Study, for example, Accenture, a global, management consulting company, found that nearly 70 percent of executives it interviewed rated “improving worker productivity” as important to their company.

Indeed, it ranked first in importance of the five possible choices on the survey. Yet it ranked last in satisfaction. Only six percent of the executives were satisfied with their company’s progress in this area.

Clearly this discrepancy should concern businesses today.

Tips: How to encourage performance improvement in your organization

As a manager faced with a low performer, what can you do? How can you encourage performance improvement? Here is a good approach:

Step#1:

Step #2:
Step #3:
Step #4:
Step #5:

What if your employee falls short of the benchmarks you set? As difficult as it is, you may need to let him go. (Documenting the process will make this step clearer for you and help you answer any questions that arise about your decision.)

To ignore a consistently low-performing employee ensures that your operation will never reach the heights it could with a crew of top performers.

You can raise productivity by 200 percent and more

Experts say that top performers--in nearly any business--will out-produce low performers by 200 percent and often more.

With that in mind, imagine if you replaced one low performer with one top performer. Then imagine you did it again and again.

The good news is this: You can!

MGA can help provide focus and creativity, and thereby achieve your organizations objectives. 

Never forget, you already have a significant investment in your people through salary, benefits, recruitment and training.  This investment can add up to hundreds of thousands of dollars per year, per person.    With MGA you can maximize that investment.



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