Is it time to renegotiate what a “good job” is?

“They just need to do their job!”

A familiar cry that team leaders, supervisors and managers have across everyone workplace in the world as well as here in Adelaide.

One of my clients came to me with such a challenge. Their team member had the skills & abilities to deliver great results, however was inconsistent. My client put it down to apathy, disengagement and rebellion against being “told” what to do.

So I responded “Are you both in agreement to what constitutes good performance in the job?”

“Of course” my client replied. “They knew from day 1 what my expectations were”

Following a discussion with the team member it became clear to me that what “good work performance” is had become unclear to both parties whose expectations had grown apart.

In today’s workplace change is constant. Performance expectations need to be fluid to meet the needs of both the organisation and the individuals within.

So what 5 things should be up for negotiation?

1. Results expected

What are the key result areas of the job? What is the ultimate responsibility? What are they accountable for?

What are the priorities? When there is a conflict in priorities what is the plan B?

What are the indicators of performance? How/when will  it be monitored?

Make sure its outcomes based and defines clearly what constitutes standards for quality and/or quantity.

2. Resources required

What equipment is necessary? Is it in working order?

What systems are necessary? Do they have the required access to resources to perform their job well?

This includes not only physical resources but also human resources, financial resources, information resources.

eg. Is there a reliance on other people to do their job well?

3. Effective motivators

Are the best motivators being used? How do their personal goals align with the business goals?

Motivators are individual so find out what drives them to succeed.

eg, workplace flexibility, training opportunities, career progression, achieving targets

Discover Dan Pink’s Theory of Motivation.

4. Capabilities

Do they have the skills, knowledge and attitude needed to perform their job well?

Where are their strengths and weaknesses? Revisit their development plan.

Even experienced workers can do with a bit of a refresh every now and then.

Training allows people to not only learn new skills and knowledge but also to refocus and re-engage their approach to work.

Formal training always sets a good foundation, however learning should be continuous so find innovative ways for people to learn while at work.

5 Capacity

Is there anything left in the tank? Has this person reached their potential?

Are there other obstacles getting in the way of successful performance?

Is time, weather, competitor activity, economic climate, environment or any other external elements impacting on their success?

Negotiations are a 2-way discussion. We know that if people don’t agree with what a “good job” looks like they’re less likely to deliver.

With regular followup and discussions based around real agreements both parties will develop a common understanding of what a “good” job is.

How do you negotiate?