Employees Poor Performance Is A Matter of History Where 60 Is Viewed as Success
Employees Poor Performance Is A Matter of History Where 60 Is Viewed as Success
Recently I come across the following scale in a national research report to grade each state's education performance within numerous areas. Do you see anything questionable about this scale?
Grading Curve A (93-100), A- (90-92), B+ (87-89), B (83-86), B- (80-82), C+ (77-79), C (73-76), C- (70-72), D+ (67-69), D (63-66), D- (60-62), F (0-59)
If you aren't scratching your head yet, let me answer you another question. If you are an employer, a human resource or a quality control manager what expectations do you have toward the performance of your employees? In other words, do you expect your employees to know 50%, 60%, 75%, 80%, 90% or 100% of their job skills or job description? At what level of knowledge and years on the job, would you consider that employee's performance to be sub-standard and would not entitle her or him to a promotion or a raise and might be within the area of specific discipline strategies from suspension to termination?
Now you might be thinking what is this lady talking about? Common sense dictates that every employee should know at least 75% or 3 out of every 4 requirements of their job and within a certain time frame progress to 100%. Errors are costly in business and employees' errors are extremely expensive as they have a cascade affect within the organization.
Even though the above scale is for a national research report on education in America, this scale is present in many classrooms throughout this country. What has happened is that the low expectations within the classroom have migrated up. F is failing and everything above F is passing. From a performance perspective, if we don't fail, we have success because success has been defined at 60%.
These low expectations have contributed to the low results that have been documented through such research as the National Assessment of Educational Progress where for example reading scores collectively for 17 year olds over the course of 33 years have not changed.
The high standards of 40 years ago where anything less than 75% was failing are non-existent in the majority American schools. Many young people experience 12 years of conditioning where doing less than your personal best is OK and guess what you even get rewarded by promotion to the next grade. Now, these same young people go into the workforce with a belief that it is OK to just get by as long as you don't fail. (Again, failing is 60%.)
If we, as business owners, truly desire to improve the performance of today's employees, we need to raise the standards within both the schools and the organizations that report on the schools’ and states’ performance. Until we stop this cycle of mediocrity, we will continue to receive employees who expect the world without working hard at acceptable levels of performance. Otherwise, employees will continue to view 60% as success.
Employees Poor Performance Is A Matter of History Where 60 Is Viewed as Success - To learn more about this author, visit Leanne Hoagland-Smith's Website.
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Do you wonder why some of your employees expect the world but do not want to work to earn it? Or maybe you can't find "good" workers. Possibly by understanding how we grade public education performance will help you answer these two questions.
Recently I come across the following scale in a national research report to grade each state's education performance within numerous areas. Do you see anything questionable about this scale?
Grading Curve A (93-100), A- (90-92), B+ (87-89), B (83-86), B- (80-82), C+ (77-79), C (73-76), C- (70-72), D+ (67-69), D (63-66), D- (60-62), F (0-59)
If you aren't scratching your head yet, let me answer you another question. If you are an employer, a human resource or a quality control manager what expectations do you have toward the performance of your employees? In other words, do you expect your employees to know 50%, 60%, 75%, 80%, 90% or 100% of their job skills or job description? At what level of knowledge and years on the job, would you consider that employee's performance to be sub-standard and would not entitle her or him to a promotion or a raise and might be within the area of specific discipline strategies from suspension to termination?
Now you might be thinking what is this lady talking about? Common sense dictates that every employee should know at least 75% or 3 out of every 4 requirements of their job and within a certain time frame progress to 100%. Errors are costly in business and employees' errors are extremely expensive as they have a cascade affect within the organization.
Even though the above scale is for a national research report on education in America, this scale is present in many classrooms throughout this country. What has happened is that the low expectations within the classroom have migrated up. F is failing and everything above F is passing. From a performance perspective, if we don't fail, we have success because success has been defined at 60%.
These low expectations have contributed to the low results that have been documented through such research as the National Assessment of Educational Progress where for example reading scores collectively for 17 year olds over the course of 33 years have not changed.
The high standards of 40 years ago where anything less than 75% was failing are non-existent in the majority American schools. Many young people experience 12 years of conditioning where doing less than your personal best is OK and guess what you even get rewarded by promotion to the next grade. Now, these same young people go into the workforce with a belief that it is OK to just get by as long as you don't fail. (Again, failing is 60%.)
If we, as business owners, truly desire to improve the performance of today's employees, we need to raise the standards within both the schools and the organizations that report on the schools’ and states’ performance. Until we stop this cycle of mediocrity, we will continue to receive employees who expect the world without working hard at acceptable levels of performance. Otherwise, employees will continue to view 60% as success.
Employees Poor Performance Is A Matter of History Where 60 Is Viewed as Success - To learn more about this author, visit Leanne Hoagland-Smith's Website.
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Dianne CramptonDianne Crampton is an executive leadership coach, team culture consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. Dianne's contribution to the 2010 Pfeiffer Consulting Journal (an imprint of John Wiley and Sons Publishers) entitled TIGERS Hearted Teams is available in November 2009. Her new book TIGERS Among Us: 5 Winning Business Team Cultures And Why, Three Creeks Publishing will release in March 2010. To receive publishing discounts, subscribe to the free TigerTracks Newsletter here. - Visit Dianne Crampton's Website |
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Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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Cheryl MatthynssensCheryl is a life skills coach, licensed Chemical Dependency Counselor and a 20 year entrepreneur. Cheryl's dedication to achieving a life of balance led to her expanding her teaching from the simple managing of life's daily challenges to adding financial well being as well. A direct marketer with DrinkACT, she is gaining ground in the online community with her concepts of making sure business owners, entreprenuers and employees have well rounded life styles. She opened up a small affiliate site - The Balance Guide- to help others find resources for mental and emotional well being. Visit Cheryl's blog to see more of the diversity beyond business she has began offering online at www.thebalanceguide.blogspot.com - Visit Cheryl Matthynssens's Website |
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