Your new manager isn't driving performance?

From social-media, publications and conversations, we know that many SME Chief Executives and Managing Directors’ greatest challenge is not only trying to keep ahead of their competitors but also achieving high performance from their managers and operations.  They’ve spent considerable money on: advertising, or selecting a recruitment agency, interviewing and trying to manage that void until their new manager or specialist commences with them, so need to see a healthy return on their investment.

Expectations and confidence are high, as is the wait for the proven outcome of success … only to experience an anti-climax, as productivity and performance does not equate to that assured in the interview.   So what went wrong? 

The cause could be due to a number of factors, including, but not exhaustive:

  • inexperienced interviewers
  • unstructured interviews carried out (based on the liking of a candidate rather than measuring actual proficiency and competence, as well as attitude)
  • the candidate’s ability and aptitude is not at the right level for the role
  • they do not adapt to change quickly
  • they may have performed assertively in the interview but demonstrate hesitance and procrastination in the actual workplace
  • their behaviours are not fitting for the specialism of the role or the team they are managing
  • an assessment wasn’t conducted to assess them in a stressful situation or to manage a typical work scenario
  • the induction was not adequate with little or no mentoring from a leader

As the old adage goes, prevention is better than a cure, and less costly, but there may be actions that could be taken to improve the situation and help build competence, and individual and business performance. 

To do this a review needs to take place to understand what the business is striving to achieve (their vision) and how they plan to achieve this (their business strategy), pinpoint the root cause of the issue(s) and identify the most fitting HR talent tool(s) to develop and improve.

Typically these may include:

  • psychometric tests and tools to assess ability and aptitude
  • competency behaviour interviews and performance management
  • introduction of interview assessments
  • assess work style strengths and limitations, and development needs
  • establish levels of engagement and what actions are needed to improve employees’ engagement (can improve productivity by 22%, reduce errors by 41% and safety incidents by 48%)

For more information about managing talent and behaviours for performance visit our insights and service page.

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