MAY 2018
HCA The Human Capital Advisor
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People. Our business, your bottom line.
   

Don't let your organization fall victim to the bell curve employee performance syndrome.

We all know about the famous theory of population distribution that Drs. Herrnstein and Murray elucidated in their groundbreaking book, The Bell Curve: Intelligence and Class Structure in American Life. It has become part of our culture and lexicon. Low to high rankings follow the classic bell curve where, regardless of the endeavor, the pattern among the top, middle and bottom are roughly similar, where a small percentage of the population is under the norm, a small percentage is over the norm and the majority is at the norm.

When applying the theory to the world of employee performance, leaders and managers should not constrain their thinking about "acceptable" or "meets requirements" performance, which is typically the norm for employees who "get their jobs done well." Rather, managers should aspire to investing the effort and resources into creating more top performers and assisting under performers to improve. After all, this is what leadership is all about, getting the most out of your team!

Performance Levels

Most organizations utilize a descriptive and/or numerical performance evaluation system. The majority of employees perform at acceptable/satisfactory levels or, for our purposes, they receive a "C" grade. Management supervisory time tends to be devoted to the problematic, substandard performers at the bottom of the curve or with the top performers who are often executing higher order and critical projects. That leaves the "acceptable performers" on their own, toiling at their daily routine. Acceptable performance means people are getting their jobs done effectively but be aware when acceptable evolves into mediocre, because as HCA Partner Kevin McNerney cautions "mediocrity is contagious."

As a manager you need ro be aware of the talents and potential of your team members, your direct reports or the team members led by your direct reports. To accomplish that you need a commitment to development and a structured process. In the end your process should answer the question of which Cs could be Bs and which Bs could grow to As.

Be aware when acceptable [performance] evolves into mediocre because 
"mediocrity is contagious."

Underlying Factors

Before you initiate any action you should be able to answer these critical questions:
  • Who are the people whose potential I should be assessing?
  • Do I really understand the person, i.e., their skills, motivations, personality style and traits?
  • Are they an untapped resource?
  • Do I or my direct reports have the time available to intervene effectively?
  • Is the investment in resources worth the payback in the employee's particular area?
By fully understanding this information you can begin the process of answering the following questions about the individuals and their situations:
  • In the wrong job?
  • Wrong supervisor?
  • Bored?
  • Having personal problems?
  • Lacks motivation and ambition?
  • Past performance track record at your organization or prior jobs indicates potential?
  • Personality traits and behaviors that might undermine talent and success?
  • Clarity of role, goals and responsibility?
  • Self-confidence level is low?
Actions

Most organizations use the annual appraisal process to deal with performance issues. This may not be the most effective way to achieve growth and improvement. According to a Korn Ferry survey, 42% of surveyed employees responded that performance reviews have no impact or are ineffective at improving their professional performance.

So if not the performance review, what?

HCA Partner Cathy Lange suggests that it all starts with the manager delving into the questions noted above. Do you suspect that this is someone who can and should be performing at a higher level, thus adding to their value to the organization?

If you reach that conclusion, then a personal meeting with the employee would be an excellent next step. Lange provides suggestions for that meeting for you or for your direct reports to conduct.
  • Prepare - do some deep and creative thinking
  • Let them know you are interested in their success and any professional growth
  • Ask provocative questions - here are some ideas
  1. What are your mid-to-longer term goals?
  2. Do you, the employee, agree with your formal performance feedback from the appraisal system?
  3. What are your aspirations?
  4. Do you enjoy your work? Explain.
  5. What "lights your fire?"
  6. Do you want to excel? (maybe no)
  7. What other roles might you see for yourself in the organization?
  8. Can you be managed differently? If so, how?
  9. Do you understand what is expected of you?
  10. Would you like to improve your performance level and impact in the organization?
  11. What professional development would be valuable?
  12. Are you willing to put in the time and effort to achieve that level of performance?
  • Be a "smart listener." Don't interrupt or contradict. Don't be overly assertive or rigid in providing feedback and responses. Display empathy.
  • Determine any other internal barriers to success.

This dialogue should uncover a wealth of information that will allow you to determine whether there is a reasonable chance to impact the employee's performance. If you reach that conclusion then you should follow these steps, remembering the importance of clarity in communication.
  • Explain and define your perspective on what the new performance level is.  Give concrete examples.
  • Set up a motivational performance improvement plan.
  • Where possible, modify and/or expand their responsibilities.
  • Jointly set goals and expectations. Be very specific and make them measurable.
  • Provide ongoing feedback, praise and constructive criticism.
  • Establish periodic review meetings.
  • Assign special projects that "stretch" their abilities.
  • Determine if special training opportunities would benefit the person.
  • Start with smaller, short-term goals with feedback then expand the challenges.
  • Be very mindful of employee's organization and time management skills. This is often the undoing of talented and well meaning employees.
  • Is this individual worth a coaching intervention?
  • Consider a 360 review at the outset as a baseline and measure progress after a reasonable period.
Pay particular attention to raising expectations and reinforcing their self-confidence. These are critical to the development of any individual. NEVER forget the importance of self-confidence in your people.  It may be the most important trait of all. HCA Founder Ted Bruccoleri passed along to his son something his father shared with him. "Whether you believe you can do something or not...you are right!"

Pay particular attention to raising expectations and reinforcing their self-confidence.

Now we know what you're thinking. "Wow, this will be a time killer for me."  Maybe so, but with some creative thinking, planning, commitment and follow through you surely can achieve better performance from your team and develop your staff along the way. Redesign the bell curve as your curve .

A final thought on stretching performance of your people.  As renowned artist Pablo Picasso once stated, "I am always doing things I can't do, That's how I get to do them." 


Ted Bruccoleri is Founder of HCA.

Cathy Lange is a HCA Partner and specializes in its Executive & Leadership Coaching practice.

Kevin McNerney is a HCA Partner and specializes in its Executive Advisory Practice.


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