Business Plans

Can you meet your customer value proposition?

Are you confident you can deliver on its proposal value customers?

When you a promise to a customer, you are sure that your staff can â € "and â €" keep it? Key Performance Indicators (KPI) and the results are very popular management concepts of management personal. This article discusses the practical application and importance in providing quality service consistent for its customers.

The White Paper Future Ready III, the Business Health authorities say that: â € ~ The results for companies willing to invest its people are quite amazing â € "companies that implemented an effective system of performance management to deliver (on average) almost three times more benefits to business owners who are not yet realizing the full potential of their team.â € ™ Evolution this potential?

Any practice of effective performance management of the following:

1. Expectations
Everyone likes to know what to do and what they can await the results of their efforts. The figures in the white paper Business Health financial planning practices, where more than half the staff had personal goals were 76% more profitable than companies where there was less personal individual KPIs. KPIs must be specific, measurable, achievable, realistic, taking consider a time frame and agreed with its staff. Itâ € ™ s important for them to write for future reference and review.

Set expectations about the consequences. What do you reward and how? For example, the achievement of key performance indicators may be worthy of a reward level, and above them attract greater rewards. Also be clear about the consequences of poor performance.

2. Review
Monitor and adjust performance expectations if necessary. Consider, for example, if adequate resources and training have been provided to enable the achievement of KPIs. Having a â € ~ no € ™ culture blameâ encourage staff to learn from their mistakes, instead of trying to hide them.

3. Feedback
Giving feedback is a skill that requires management of practice to perfect (which is why sometimes avoid them until itâ € ™ s too late!). Here are some tips that apply to both positive and negative Comments:
â € ¢ donâ € ™ t to prevent or delay
â € ¢ provide specific examples of performance or behavior concerns to feedback
â € ¢ be clear about the consequences
â € ¢ to agree on changes that must occur
â € ¢ use the opportunity to get feedback to yourself
â € ¢ set a date to review the performance

4. Rewards
If you are going to offer rewards and incentives need to be committed and consistent. How can you be sure the value of the personal rewards they offer? Just wondering what would be of value to them and making sure they meet your individual preferences. For example, an afternoon tea celebration and public recognition can be enjoyed by some people, while knowledge would only be an embarrassment to others.

You can use your imagination, and suggestions staff to develop a rewards program that motivates without breaking the bank. Whatever you do, remember that all the research indicates that the most important reward is your genuine appreciation. Say â € ~ thank youâ € ™ and give equal attention to the artists of his consistently strong as does the management of poor performance can make the difference between keeping or losing their best employees.

5. Momentum
For truly outstanding results, provide guidance and feedback on an ongoing basis. Studies have shown that rewards and feedback are quickly forgotten by employees, so they need to be applied continuously and consistently. Michael Gerber, E-Myth fame, recommends weekly meetings of employees' individual development (EDM) between staff and their managers. The EDM gives you and your employees an opportunity to re-establish priorities and provide feedback.

industry data, again Business Health practice shows that when staff performance reviews were conducted within six months from the date of the survey had levels of profit of 35% higher than those in performance reviews had not been performed for more than 12 months. periodic reviews to improve performance that can be traced to its lower line.

A final comment on performance management: In â € ~ What € ™ Great, Jim Collins says â € ~ Si constantly need to manage people and performance, you know youâ € ™ ve got the wrong people on the busa ™ €. If you suspect this is the case, it might be time to revise their recruitment and selection processes (see previous article in this series) and / or seek some kind of external assistance.

About the Author

Susan Rochester is a specialist in talent assessment, training and people management in the financial services sector. As a consultant, facilitator and coach with experience in designing and implementing practical people-management solutions across a range of industries, Susan understands in detail the challenges faced by advisers, business owners and practice managers in financial services firms. For more information, see http://www.balanceatwork.com.au

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