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201 Ways to Turn Any Employee into a Star Performer by Casey Hawley

By Casey Hawley

201 how one can flip Any worker right into a superstar Performer fingers managers with the suggestions they should care for the whole diversity of worker difficulties - together with tardiness, low-quality paintings, consistent complaining, and masses extra. advisor Casey Hawley's new angle to body of workers difficulties replaces harsh self-discipline with optimistic, goal-oriented strategies that flip failing staff into group gamers. this simple advisor offers managers the instruments and coaching to: * establish difficulties ahead of they develop into critical * advance the paintings of optimistic suggestions * care for protecting reactions from staff * comprehend which difficulties have to be controlled and which of them do not * discover the reason for an issue and aid an worker speak about it * Foster dialogue in team clash occasions • Create targets for worker development * stick with up on worker development

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Sample text

THE PERFORMANCE APPRAISAL The performance appraisal takes the goals created with the employee and evaluates how the employee is performing relative to those goals. Just like the goal-setting session, the performance appraisal is a joint effort between the employer and the employee. Start with the assumption that the employee wants to perform well. If the employee has not met her or his goals, work with her or him as a partner to solve the problem. Evaluate the reasons why the employee is not as successful as he or she would wish to be (and as you would wish him or her to be).

Those commitments should be very constructive in reaching your goals. ) Document everything from this meeting In addition, some managers end by creating one of the following: • A new set of goals. Goals may be increased or amended based on the employee’s needs. • A contract documenting what both the employee and you have agreed to do in order to increase performance. 26 201 WAYS TO TURN ANY EMPLOYEE INTO A STAR PERFORMER • A development plan to ensure continued professional growth for the employee and enhanced long-term performance.

How do you stop it? Interventions • Charge the employee with the responsibility for achieving balance. Make it part of the employee’s goals or professional development plan. Great employees often see life outside work as goofing off or not a high priority. Putting balance as an annual goal to work toward makes the employee more committed to leaving the office in time for recreation, family time, or other things she values. • Formally convey to the employee how committed you are to supporting her in achieving balance.

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