Management of Performance Policy – Training or Consulting?

Scenario 1: Alan, your technician, has been successful. His report is timely, incorrect and has insufficient content. Previously, you had told him that his performance was not under Obviously, this had not been enough good intervention.

Scenario 2: Grace, your assistant, has been drawing a long face for the whole week. She has always been a pretty good employee, but late you've found her becoming increasingly difficult to work with. She is subordinate to complete assigned assignments and once her talent has become medium.

Define the situation

Obviously, you have the performance gap problem (mismatch between advice and actual performance) available. Your management tool tells you to use either training or counseling to correct the situation. Do not be too angry to solve. You must first find out the difference between training and counseling.

Training and counseling are important management tools that can be used differently to control performance deficiencies. Performance problems can increase not only due to lack of talent but also of attitudes or social problems. Training responds to disadvantages in skills; citing attitude for restraint or social issues. When facing performance problems, the first question is: What is the root cause of this problem, lack of skills or attitude / social issues?

Understanding Behavioral Patterns

Understanding DiSC Dimensions of Behavior will give you an insight into how to control individuals with different behavioral problems. In the language of DiSC, Alan has "I" (influence) style. He is encouraged to participate and acknowledge people, but fear rejection and loss of consent. Frequency symbols of his behavior are his:

  • interest, human rights and personality
  • tendency to spend a lot of time talking and meeting
  • optimistic but difficult to follow through and working on detail
  • concerned with maintaining his own image but getting certain results sometimes

High "I" (effect) Alan, despite being ready to work, missing

Grace has, however, "S" Steadiness) style. Its goal is security and stability, fearing sudden changes and loss of security.

  • tendency, behavior and dependable nature
  • avoid collisions and engage in conflict
  • opposition to change and new methods sometimes
  • tend to postpone what is uncomfortable
  • In Te RMS work, high "S" (steadiness) Grace is capable, but needs will.

    Selecting a Management Method

    So when do you guess and when do you advise? If your staff is not ABLE to complete the task of your specifications, you will probably be training him. However, if he does not work to perform a project in which he has been trained, counseling will be appropriate. In certain cases, you may need to use both methods. In the above situation, training will be more appropriate for Alan, but counseling will fit better with Grace.

    Before selecting the appropriate approach, consider other possible causes of the performance of the gap. Perhaps the gap is due to factors beyond staff management. Or, due to that, no adequate feedback is given to the staff.

    Management Policy Development

    When your staff is less than satisfactory due to lack of skills, you must use a direct approach ie. training. You should train the individual by being positive and corrected, focusing on describing, training and teaching behavior. To address the problem with Alan's performance, you need to DEMONSTRATE with him HOW you want the report to be completed by accepting the following approach that meets the need for "i" (effect) style:

    • Use fast clean, intense descriptions to help him
    • Avoid overthrowing him by detailing; give him some written key information
    • Request specific comments to check his "How-to" function

    For example, you could give him a preview report and identify the key points that should be included. This focused approach will help him complete the report accurately, as time is not lost on unnecessary information. Then he has to train what was taught and you must give an opinion and encourage him to progress. These are the basic steps in the training process. If necessary, educate the individual in a training plan to accelerate the skills development process; Then, follow their skills from the classroom to the workplace.

    When a performance shortage is due to lack of will rather than fitness, you need to have another hat. You should adopt a support method with advice. This means encouraging employees to solve their problems while explaining the company's expectations. Your ability to listen is important for the success of this policy. As a consultant, you will not be an active participant in counseling, but listening as a counseling inhibits learning and contributes to reliability. In Grace's position, because it's high on "S" (stability), you need to assure her of your support in addressing her performance using the following approach:

    • Use warm and sincere statements to improve your efforts to maintain stability and build relationships
    • Recognize and reward consistency, predictable performance
    • Provide regular opportunity for informal discussion of concern

    You will focus on gaining, for example, to coordinate her thoughts and feelings while continuously compiling and reflecting her accounts through the meeting. Thus, both you and Grace will have the same realistic perception that helps her to accept the problem.

    Once the cause has been identified, you should lead Grace through the next three steps involved: Troubleshooting solutions, approving an action plan, and implementing the solution. It is essential that she actively participate in developing and implementing her own solutions.

    While training and counseling is not possible for all work problems, when used effectively, it can facilitate the process of real change in the workplace.


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