This article about employee performance was orginially published in September 2015 and has been updated as of December 2016 to reflect newer statistics and information. If you find this article helpful, check out these other articles on employee performance here:
- 10 Mind-Blowing Statistics on Performance Reviews and Employee Engagement
- The Idiosyncratic Rater Effect & How It's Ruining Your Performance Reviews
- 5 Step Process to Increase Workplace Collaboration Immediately
“Why aren’t they doing their work?” At some point in their career, every manager has asked themselves this question. Common as the question might be, it’s a much pricklier problem to actually tackle. Many businesses become so absorbed with productivity and numbers that they don’t attempt to root out the common problems of their workplace and instead compensate with short-term solutions. Or they fire and forget instead of getting employees back on track. Both of these methods are akin to putting a bandaid on a broken leg… it doesn’t work. Instead of using these stop-gap methods, companies need to take a closer look at the problems in their workplace if they want cheaper long-term solutions to their productivity problems.
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Are They Up to the Task?
Assuming you find the person responsible for your productivity problems (and rarely are the issues that simple), there are two big reasons why they could be underperforming; either they’re drowning under the weight of their workload, or they’re simply not motivated. Studies show there’s a good chance it’s the former; 53% of employees feel overworked or burnt out by their jobs. On the other hand, you could be pushing them too far into areas they know little about, resulting in time and energy intensive on-the-job training, decreasing productivity. Too much work on each individual employee to save money on hiring could be costing you productivity, as the increased stress from being overworked causes 51% of workers to feel less productive.
2016 statistic: Stress results in as much as $300 billion in lost productivity each year.
The good news is that this is the easier of the two problems to fix. If your employees feel like you give them too much work, but you need more work done, then the answer is simple, but not easy: hire someone else. And if you see an employee isn’t capable of handling certain assignments, then you may need to provide them with the training they need to eventually complete those tasks. Neither of these solutions are cheap, but you’ll save on hiring more people when you avoid burnt-out employees leaving your company for a less stressful work environment.
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Do They Not Want it Enough?
Like every sports announcer seems to say when a team loses a game, some people just don’t want it badly enough. They can do the work you need them to, but they could be among the 68.5% of employees not engaged with their work. This is a much tougher problem to fix. You can’t hire around it. If an employee’s disengagement is chronic, you might be tempted to let the understimulated employee go, but there are some things you can try first.
Chances are that if you hired someone to do a high-skill job, they want to keep doing it, but have found roadblocks from keeping them interested… maybe they feel overworked, under-stimulated or even undervalued. If that’s the case, try implementing a more formal employee recognition program, which 60% of best-in-class organizations cite as “extremely valuable in driving individual performance.” When employees get feedback from their fellow workers, they’re more likely to feel better about the work they do, and this could help increase engagement across the board
2016 statistic: Companies that have recognition programs are highly effective at improving employee engagement and have 31% lower turnover.
Is it Something Else?
You’ve hired someone else to share the workload. Your employees don’t hate their jobs, as far as you know. Could something else be troubling your employees, causing them to be less productive at work? It’s possible they could be struggling with a personal issue that’s limiting their potential to work. To understand how people work in the office, you need to understand how they live outside of it.
For example: people are increasingly solitary, with 90% of respondents to a recent poll devoting much of their time to tasks like running, cleaning, and reading — all things people do alone. If these workers prefer to do many of their tasks alone, what does that say about their work habits? Perhaps you’re creating work groups made up of people who’d rather work alone.
It’s hard to tackle non-work related issues without feeling like you’re pushing too far into personal territory. You can, however, create a workplace where employees feel free to address their issues, even if it’s not a formal program. To solve your lone worker issue, for example, give employees more options about when, where, and how they work, and you’ll notice an uptick in work productivity.
It’s difficult to find the root cause for poor performance every time; often, it’s a convergence of problems that can’t be undone by a single pull of the knot. Regardless of where the problem lies, however, managers should attempt to help employees fix their productivity issues before resorting to stop-gaps, whether the employees are overwhelmed or unengaged. No matter their problems, when employees feel valued, they’ll find new ways to be productive.
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