In the world of modern modern business, you hear a lot of theories about what is needed to increase employee productivity. Strength is one of the most common philosophies, especially when it comes to environmental companies. The idea is simple: by implementing practices that help employees find self-esteem, manage and manage managers, they feel empowered to work this job efficiently and without much supervision or high level of management. Ideally, this ensures commitment to core business and business vision, which leads to greater productivity over the long term.
It is still the theory, however. But as all scientists want to tell you, all that matters is how well the theory stands for testing. If it's dud, some experiments expire into the real world, then it should rest.
So: How does your VET? As it turns out, activity really results in gangbusters. Indeed, attempts have repeatedly shown that the best employees are those who "own" their jobs; that is, those who believe they have said how they work and are fully involved in the results. Selected employees are not just proud of their work, they are more productive than those who are not members. In general, they are also pleased, so they bring more businesses by making the customers happier, which means more profits. This applies to both individual and shared senses. From a tough budget, vocational education is a good business.
Now: Before I talk about what you can do to establish vocational education in your business, let's look at what sources are not. Even when they're ready to consider the strategy, executives often get a false idea of what intensity actually is and end up shooting in a metaphoric leg when they try to perform. To begin:
• Mandate is not right, it's privilege. Individuals should be ratified by management only when they prove that they can do the job and demonstrate proper initiative. On the other hand, there should be an opportunity to gain authority in the right way.
• Strength is not always intended for employees, no matter what managers may think. If your employees do not take the initiative to do their jobs, they do not feel able to do it. Why? Probably because you have not made it clear they are.
• Strength is not full of motivation boards or empty slogans that managers pay for services, but are not actually included.
• Strength is not safe to do all the employees want. Managers need to set clear goals within policy making, so employees can understand and understand what decisions they can make without the approval of managers.
• Nordic governance. Companies are not democracy. When it is implemented, employees give permission to work their jobs, not managers.
What "vocational education" involves ideology that allows people to make decisions about their work, within certain broad guidelines. Simply put, it allows employees to think for themselves. Now, some observers are talented because the employee, and to a certain extent, is true. However, I believe that the actual workplace strength is from employees and managers who work in tact. The employee must be ready to show initiative and take charge of his duties, yes; but managers need to be able to encourage and allow vocational education, or it will never happen.
What Makes Me Important: Managers can have an unwillingness to express commitment to the concept of omission, without being a real part of the corporate community. Many of us have seen the fizzle productive activity, because some of the managers are mindful of some catchy slogans and coffee makers (or worse, some cruelty like "rock strength") is enough to enable employees to buy in the club and # 39. mission and vision and gaining their work. Worse is that some companies send their employees to training training as a matter of course – and then as regularly ignorant of employee attempts at autonomy as a teacher's productivity. It's like pouring money into the drain. It's hard to tell why companies would waste capital in this way, though it could be due to insufficient exit from employees or fear of losing certain privileges. It is more likely that there is a profound belief that employees can not do their job properly without continuous monitoring.
In case you are aware of a mandate, you are definitely seeing a significant increase in productivity when you try to implement it. Even in this uncertain period, most people see, there are employees who do only what they need to avoid. Do not underestimate your employees: They are well aware of what you think about them ever and the half-life experience will be like a blister. The ironic thing here is that employee support is not all that difficult or expensive to perform. Transferring projects to individual individuals, encouraging employees to focus on certain, precise (if sometimes difficult) goals, continuous training and training of employees are all ways the manager can effectively strengthen their employees.
All of this takes some of the managers, of course – and it's unfortunately that the process breaks down. Too often, executives are unwilling to do what is necessary to reach the level of power that can make productivity take off like a rocket. It's so bad, because the direct involvement and supportive communication of management are two fundamental privileges.
First of all, you need to let employees know what you are trying to achieve. You can not do it by ordering them to do this or it without explaining … well, you can, but it's the military way (like my father, the colonel would say) … and the workers are not soldiers . They have not been through extensive training that the military uses to break down the individual and rebuild it in the type of soldier they need. So help your employees understand what you are trying to do. Explain your company's tasks in a simple, simple way. It can be as simple as "We are trying to make the best tire in the world" or "We are leaders in software technology and we want to be that way." You do not have to rely on "enhancing our core business" and "optimizing quality-targeted space bandwidth" or "gap analysis", even if anything that could be inseparable in your business strategy. Just give it straight. They will appreciate it.
Managers also need to be voluntary in the sense that they must: a) provide assistance appropriate to the problems faced by employees; b) c) motivate employees; and d) provide information or concern in such a way that neither less employee does not cause them to lose face (hence the old saying, "Praise generally, criticize personally"). They should also be willing to correct the employee along the way, with due respect, if possible. Handling workers as you would like to handle is essential because nothing can suit enthusiastic people who care about their jobs and know you're worried about them. A recent workforce study by Towers Watson reveals that the trust of their leaders in their leadership is low in mid 2010; Therefore, the willingness to make your commitment to enhancing independence is obvious that your employees offer more benefits than ever before.
And let me be clear: To allow your employees to work safely and without much control is not an altruistic move, even though your employees could think of it. When treating vocational education, the work-win situation is all around, in addition to making employees more productive, it also makes you more productive. By entering the knowledge and energy of your employees, you not only use "multiple heads are better than one", you must focus on your own most successful tasks – the reason why you pay big dollars in the first place.
At the scene, projects such as marketing, inventions and recruiting workers at a glance are much more profitable than running around putting out a brush or doing cultural tasks. What's more productive for you: Organizes a market blitz that could have millions of dollars or help you get a signed photocopy, because you're not convinced he can do it right? The choice is slam dunk … or it should be. What would you rather do: minimum wage or something worth hundreds and possibly thousands of dollars per hour for the company?
If your employees seem insufficient to take the initiative to strengthen themselves, find out why. If it's obvious they do not get training then they need to work with confidence and train them! They must be sure not only that they can do the job but also that they can do the job. There is another foundation for working environment.
Uncertainty inhibits both the power and the productivity that accompanies it. Primary education is not enough; It's crucial, but it only prepares a person for his career. New employees need training in training so that they can gain experience in handling the specialized aspects of certain projects. Only another option is to discard & # 39; out there to sink or swim as well as they can. This access to "enhancement" is inherently wasteful, not just because it limits the development of personal knowledge to certain tasks (and their productivity), but also because it blows the hole in the productivity of your team's levels too. Even if an individual learns to swim, it takes a moment; and if they're sinking you're back in a square meter.
When an employee has sufficient training that their ability to do the job is undecided, you must remind them that they are actually selected to work that job. In other words, start assignments to them and let them know that it is up to them to get the job done. You can not do everything, and you should not try – or you end up with the lack of initiative that many executives complain about. Never let your employees think they need to consult with you before they do even the smallest tasks. Just put content on their plates and let them get it done. Large products require discussion and timing, as well as constant monitoring, but not hovering. Expand your team, learn their abilities and natural skills, then deliver assignments to the individual so that you can complete projects at the right time.
Recently, I described the misfortune of my boss, Becca, about the disadvantage of correcting the simple fonts found on our website: send an email to our IT boy, provide a link and correction and wait. She was taking a university course in IT and had created some simple websites in the class. So I asked her if I bought a web version of a software package, she would like to make the changes. She spent time studying the package and we specifically discussed that she took the initiative to make changes when she saw errors or needed corrections. I am now pleased with this time-trial project, and she enjoys her new foundations.
Make people responsible for their projects and start them to succeed, so be sure to set goals and deadlines for your employees. The goal should be fair, although it might be a bit difficult to achieve. As a result, the employee must stretch, which will lead to increased confidence and, preferably, increased understanding of power. Do not make the limit excessive; which can lead to frustration, poor productivity and disruption of the sense of power. An intelligent manager takes into account the individual's abilities and does not overburden them. However, low incentives can lead to a significant increase in productivity; and to some extent, increase productivity and intensity feed each other.
Finally, if you want your employees to remain in power, reward them for their productivity. Otherwise, tell them you're not grateful for their contributions – and down productivity goes because what's the job to do? For some, a verbal "pat on the back" will make, and such recognition is the least you should offer. For people, though, money is a pioneer. A good bonus or gift card is always appreciated!