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Key features of effective team performance
Key feature of effective team performance
Features of effective team performance
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WHAT IS THE DIFFERENCE BETWEEN HIGH PERFORMERS AND LOW PERFORMERS?
Employees are the greatest assets to any given company, I would imagine that the managers and business owners would like nothing else but to attract and maintain the best performers as their employees to deliver good quality product and services to their consumers.
That being said there are 3 categories of performance at any work place and they include;
• High performers
• Middle/medium performers
• Low performers
For the sake of this research I am going to focus on two of the extremes in order to understand their differences.
By definition according to Bersin, a high performer in any organization is an employee who is a key contributor and demonstrates high performance, may
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They mostly end up leading the teams in order to attain the desired objective.
Cool under pressure- high performing employees usually are more confident compared to the low performing ones, thus they can analyze situations and solve problems calmly and with a lot of ease.
Good communicators- good communication is essential for high performing employees. They usually have got good communication skills for listening, understanding and voicing out their ideas out loud for effective results.
Now, when dealing with low performing employees, it is important to note that different people perform differently, low performing employees are in complete contrast to the high performing ones, this is because they mostly produce more frustrations than progress and are also full of dysfunctions.
They are usually small in number but can have a strong negative impact on the team by decreasing morale and limit the potential of the entire team.
Characteristic of low performing employees include;
Freeloading- they hardly ever contribute anything to the group but they benefit from their
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During these methods and procedures, certain expectations are to be laid down for them to make them understand the gravity of the situation and the repercussions of not meeting them should also be dire.
3. Have individual meetings with each team member
It is important to deal with all team members on an individual basis on the entire team, irrespective of their performance. The manager should announce the day of the meeting and to put out a clear agenda so as to cause any misrepresentation or spread misleading rumors that would otherwise stigmatize the low performing team members.
At this stage the manager should be able to know what category each team member is in regard to their individual performance.
That being said though he/she should not overly use words such as “you are one of my high performers” or “you are one of the least performing employees that we have in this company”. Rather, he/she should be polite enough with them as he tries to motivate them to work harder and step up their game knowing that they will be rewarded if they
I think others are also important. High performing team might not have all the needed qualities for the organization to move forward, they have just figured out how to work together and use their strength together to meet and exceed goals.
perform well. The sense of being out of touch with the others in the work force
Teams should not appoint members who lack skills or motivation, but the manager should manage the team depending upon its members skills set and motivations, and ensure the size of the team is as required – not too small or large to complete the tasks.
For Netflix they use the term “high performance” to describe there standards. Everyone is expected to maintain this high performance. To do that the human resource manager is in charge of making sure everyone knows what high performance is. At Netflix the way they judge if the employees know what high performance is ask them what they could be better in , if they have no answer or a weak answer it shows that the HR department is not doing there job to relay the message of what is expected of each
There is an array of key components and factors involved in making an organization a successful business. One of those elements consists on evaluating employee’s performance; this sole component is critical in determining how effective is the organization’s productivity and which are the necessary steps to ensure proper functioning. “The performance appraisal may be one of the few times during the year where an employee and the reviewer, typically the employee's supervisor, can sit down and have a lengthy face-to-face discussion about all aspects of the job” (Joseph, 2016). Employees’ performance assessment serves as an instrument to gather important information as to which areas of the job description are being performed according to standards
Low and medium level performers improved and high performers reduced over time. It is due to supervisors who received evaluation were no more likely to improve performance than managers who did not receive feedback; people who gave themselves higher self-rating than the ratings their subordi...
The components of a good team should be considered. First, a high-performance team must have strong core values to guide attitudes and behavior consistent with the team's purpose. The members should know why the team is created and why he or she is on the team. Secondly, a team should have specific performance objectives. Members should know exactly what they are trying to accomplish. This also includes having standards for measuring results and ways of obtaining performance feedback. A good team will make members realize the importance of collective efforts. Third, a high-performance team has the right mix of skills. These involve technical, interpersonal, decision-making, and problem-solving skills. No one needs to know how to do it all, but each member should be able to contribute to the group....
The team members compete for their position as they try to establish themselves in relation to other team members and the leader, who may receive challenges from team members.
Preview: This book provides a lengthy indoctrination of the what and why of performance management. This summary will cover both the pragmatic and practical pieces of the text; while excluding some of the specific instruction for those who oversee the overall orchestration of performance management in the workplace. The purpose of this paper is to allow its readers to grasp some main themes of performance management and develop a vocabulary for discussion and debate of the topic.
Performance management aims to manage and improve individual performance with a vision to improving performance across the entire business. [Walter. M, 1995] defines performance management as the process of ‘Directing and supporting employees to work as effectively and efficiently as possible in line with the needs of the organisation’. It is very important to direct and support employees to work efficiently, and this can only be successful if a well-structured performance management system is put in place. But, nonetheless some organisations don’t get it
My goal as a new manager to develop team effectiveness within a new team is to try to get the team to be an effective as possible. When developing my new team I would seek out the factors that may affect team effectiveness, which are team composition, team structure, and team processes. Team composition entails who the members of the team are and what skills, abilities, and knowledge each member brings to the team. Some of the decision I will have to make for the team composition will be based on diversity, personality, team orientation and the size of my team. Exploring the differences in beliefs among my team members will help better my team performance. The personalities of team members affect the team 's composition
Communication is the key to any productive team. Without proper communication in a high performance team, it will be very difficult for the team to be victorious on the project they are trying to accomplish.
Next, you statistically determine which of these many traits your top performers and most impactful employees' exhibit that differentiates them from bottom performing and average employees.
Some of them may question the worth of the team's goal, and they may resist taking on tasks.
For example, the employees that are rated as a 1 or 3 will get more attention in development than say the 70% of employees who are ranked a 2, or middle performance. This is due to the fact the top performers make up a smaller number of employees and the managers will likely keep developing the top performers to achieve a higher standard of excellence. Also, the bottom 10% of employees will have more time spent on them trying to develop skills to achieve goals. Theoretically, the bottom 10% of employees should be placed on a development plan to help guide the employee and supervisor on how to achieve specified goals. However, if an employee development plan has been worked through by both the employee and supervisor and there has been no improvement in productivity, an organization may choose to cut the losses and terminate or let the employee go.