Archive
By Staff Report
Nov. 1, 2000
Q
Dear Workforce:
At our bank we are really examining staffing issues. We don’t want to layanybody off; we want to accomplish our minimal downsizing (maybe 10-15 of our300 positions) through attrition. After asking department heads to monitor theirstaffing issues and explaining how a recent new hire was able to accomplish in a1/2 day what a prior employee was dragging out a full day, I explained to themthat we need to let our employees know it’s ok to be efficient, you are notgoing to lose your job if you come forward.
The question was posed, how do we encourage them to come forward — do weoffer them a reward of some type? Have you ever heard of anyoneenticing their employees for doing their jobs more efficiently? If so,how? Where do you draw the line? Thanks.
— Kim Stuckhart, human resources manager
A Dear Kim:
Why should you have to give incentives to employees to do their jobsefficiently? Isn’t that what they are already paid to do?
Your company’s efficiency is being brought down because your managers are notmonitoring the performance of their employees.
My suggestion is to have managers set up performance goals and objectives foreach employee and monitor these on a quarterly basis. The employee’s futureincreases should be tied directly to their performance and non-performers shouldbe counseled quarterly. You should also give managers the authority to rewardtop performers with cash and/or non-cash bonuses and also accelerated meritincreases.
SOURCE: Mike Sweeny, T. WilliamsConsulting, Collegeville, PA.
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