Wilson Staff Fifty
Year End Review -- July to December
Madison County Chamber of Commerce sponsored the Fourth of July Festival for the first time. Among the events were a car show, watermelon eating contest and pie eating contest. The Fredericktown raised country music artists, Brothers Finch played also.
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Fifty years ago, the astronomers on the staff of Mount Wilson and Palomar Observatories each received about 60?

Fifty years ago, the astronomers on the staff of Mount Wilson and Palomar Observatories each received about 60 nights per year for their observing programs. Today an astronomer feels fortunate to get 10 nights per year on a large telescope. can you suggest some reasons for this change?

It probably has to do with extra demands on the telescope.
There are more astronomers now.
They all want time on the big telescopes.
So more than ever, as astronomers time is taken up with administrative matters,
like writing submissions for time on a telescope.

1 Look at Clarity of Expectations

Does the employee know exactly what you expect. Before you answer "of course", ask yourself this question: "When was the last time I sat down with this employee and explained, in depth, exactly the results I expected and exactly what role I expected the employee to play in achieving these results?" Incidentally, "He already knows that" isn't an acceptable answer.

2 Look At Your Systems

Do your systems support entirely what you say you expect. Are they easy to work with. Are there delays and disruptions because your systems are cumbersome. Is it crystal clear to employees what your systems exist to achieve. In my experience at least 50% of all "employee problems" are caused by system failures.

3 Look At Remuneration/Incentives

Do you reward adequately, the employees who consistently achieve the results you say you want? Or does everyone receive much the same regardless of contribution. Are poor contributors disadvantaged in some way that discourages them, or do they enjoy the largesse with the top performers.

4 Have You Got The Emphasis right?

Are you concerned with relatively minor deviations which have little effect on overall results. Years ago this was called "majoring in the minors" i.e. being more concerned about so called "dress standards" than getting the job done. Are you highlighting minor procedural issues that cut corners rather than their effect.

5 Are They Competent?

I'll state my position openly. In at least 75% of cases, training won't improve on job performance. Lack of proper training will create poor job performance. But extra training won't help. Don't give poor performers more training. Ensure they receive proper training in the first place. They cant do it if they don't know how.

6 Look At What You Say And Do

Employees like to please their boss. Some managers scoff when I say this. But it's broadly true. Do you do as you say? Do you say you demand results but make most fuss about insignificant detail. Do you have effective maintenance schedules in place? To use another old saw "do you walk the walk as well as talk the talk". You'll get what employees think you want not what you say you want.

7 Talk To The Employee

When you've considered points 1-6, talk with the "poor employee". If you've been thorough and as honest as possible in analysis you may find that you'll have a "useful exchange of views". At the very least, you'll be focussed on performance rather than behaviour. That's always a good start.

Conclusion

Employees "don't work out" for all sorts of reasons. Managers must be very clear about what they're trying to achieve when they discuss poor performance with an employee. Of course, if you have a clear performance focus day by day, you'll have few performance problems anyway.

Leon Noone invites you to contact him on http://www.leonnoone.com where you can collect your free copy of his 42 page Special Report: "5 Proven Methods For Improving Employee Performance On The Job". He's published books on staff selection and team development as well as various video, text/audio and self instruction programs on selection, training, motivation and performance systems.

Many thanks for reading our Wilson Staff Fifty article

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