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Employee Performance – Do You Have "Retired-on-the-Job" Employees?
Some managers call them “the walking dead”, others call them “retirement-on-the-job”. You know who they are – employees who do less than they appear. They do the least, offer few or no ideas and are the first ones out the door. They are detached, disinterested. All businesses need a significant contribution from each employee, especially in this era of having to do more with less. Great, efficient employee performance requires motivated, excited and passionate employees – not those who are retired or checked out at work. It’s time to either actively drive them or formally help them do what they have unofficially done…retire.
Today’s more-with-less economy has revived the focus on accountability and performance. Organizations invest in their employees; For this investment, they expect a return. The greater the return, the greater the employee’s value to the organization. Burning!, excited, enthusiastic and energetic employees create great returns. Retired employees on the job offer little or no return. It is important for managers to appreciate who they are and why they act as they do.
Who are retired employees?
These employees are clearly disconnected from their jobs and workplaces. Usually, they are the first to leave and the last to arrive. They have little or no sense of urgency; their responsibility is low. Their friendship is limited; most are superficial. They just do what they are told and take little initiative. They have checked but someone forgot to tell them to just stay home.
Why are there retired employees at work?
Before I can address this, I need to talk about what’s driving the performance. All great performance is about both intellectual and emotional connection. Intellectual relevance refers to what an employee is good at – what skills, strengths and natural abilities the employee has. Emotional engagement refers to what the employee likes – what makes an employee happy and excited at work. I call these two components the “maxperformance formula”. All great performance (personal or professional) always involves both an intellectual and an emotional connection. A high performance athlete has talent (intellectually connected) and passion (emotionally connected). A high performing chef is one who is good at what he does (intellectually connected) and cooks (emotionally connected). A great musician, executive, doctor, truck driver, parent or first spouse is good at what they do (intellectually connected) and passionate about doing it. This combination is the key to all great performance.
The reason for poor performance at work (at work and in life) is that most people have invested time in understanding what they are good at (intellectual connection) and what activates their senses (emotional connection); they don’t know themselves well. Not only was it necessary to “know oneself” the basic idea of Plato and the early Greek philosophers, but it is still the basis of great performance today. We need to learn what we are good at, and what motivates and inspires us. Spending time with our “self” is the key to reversing the retiree syndrome at work. Without this knowledge, most of us work in jobs (or lifestyles) that are not good; we don’t feel talented, nor are we inspired. So performance is consistently average. In the workplace, this mediocre performance leads to weak customer relationships, poor results and a low return on each salary dollar invested. In life it can lead to boring lives, troubled relationships and a general state of unhappiness. Although most people can be happy and motivated for a short period of time, sustained exceptional performance always requires that we are both intellectually and emotionally connected to what we are doing.
Let’s look at how to reconnect and re-energize from two perspectives: first, from your perspective – you’re a “retired-on-the-job” employee, second from a manager’s perspective – you’re a “retired-on-the-job” “on-the-job”. -work” employee.
You are a retired employee at work
To live and work in a dynamic, interesting and inspired way, you must first invest in yourself and spend time learning what you are good at, what you love and what makes you successful. do it The combination of these three areas is the foundation of your strength performance – you’re good at it, you love it and it makes you successful. To begin this analysis, complete a competency assessment; this will help you see what you are good at. Then list the things you are passionate about. Finally, list what makes you feel successful. Recognize that the three areas overlap. Ask others to be a part of your discussion and process. Address all three areas and create a plan to re-energize your approach to work and life.
You are managing a retired employee
A manager can help an employee reconnect with great performance. First, start by looking at the intellectual connection. Is the employee good at what they do? Is he working in a job or role that matches his skills and strengths? If not, identify opportunities that would be better; consider realigning the workforce. Assess the employee’s strengths. Find out more about his value, interest and potential. This will help you find his areas of confidence and excellence and guide you in knowing where and how to reconnect him intellectually.
While intellectually reconnecting, it is important to work on the emotional connection. In many cases, employees who work in their areas of expertise are also willing to work. A cook who loves food is inspired to work as a chef. An accountant is busy when the day involves financial analysis and creating financial statements. A retail salesperson is passionate about connecting with other people and building relationships.
Managers can maintain and encourage this level of involvement through “job recruitment.” Job design is the process of optimizing each employee’s work to include more of their personal values, interests, and passions in their work. It seems to engage and motivate employees in areas that both appeal to employees and make a difference to the business. It might be an employee who likes to write and can help the business create a customer newsletter. It may be an accountant who is skilled in coordinating events and is given the responsibility of hosting the client’s event or another employee. Each task or responsibility appeals to the employee (emotional connection) and drives a business response. This activates an employee’s emotional response and transforms them from average, sluggish and retired-at-work, to enthusiastic, engaged and excited.
The key to performance is connection – both intellectual and emotional. We are thinking, feeling, anxious and confused – at work and at home. To improve performance, we need to address both areas of communication – we need to focus on what we are good at and what we are passionate about. This requires self-awareness and a commitment of time and interest that our employees understand. When they are burned! and faithful (at home and at work), they perform. Only then can we help to finalize the retired service response. Only then can we activate their true performance potential. And in this economy, we need it.
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