Employee value system can boost service levels
AS WITH so many performance-related topics, perspective is the thing that you need to focus on in this regard.
Questions of what standard or amount of effort is “good enough”, of what is important and of whether the work actually matters, are all factors that need to be addressed when it comes to performance.
The people around you need something to aspire to or they will never seek to go the extra mile. I would like to share a real-life case study as we unpack some of these questions:
We recently went to a local supplier of polystyrene balls and bought less than R100 worth of product. It was a small sale but the service we got was priceless: the sales lady processed the order with efficiency and enthusiasm. She then ran from her office to the factory to arrange for the order to be delivered to our car. The standard, big bags did not fit in the car, so the sales lady and her colleague repacked and loaded the (now multiple) bags in the car. During this process, the sales lady took time to make easy conversation, all of which was relevant to her industry and served to demonstrate her desire to please her client and add value above what others in her industry are doing. It was a small sale but the team made a big effort. Why?
Studies show there are common factors at play in situations like the case study above. If you can shift the perspectives of those you work, with so that they can see the following, they will naturally increase their effort and the associated standards to which they work:
They need to see the value in the exchange, in the “thing” that they are doing.
Take time to help people see the greater purpose inherent in their work.
This purpose can be experiential (like Coca Cola’s “open happiness” agenda) or it can be more commercially motivated (like Just Property’s “let’s open doors” approach).
Help your colleagues to see their own, personal contributions to the greater success of the company. Show people, through your words and deeds, that they are important.
Encourage them to be open to feedback, to see the ripple- effects of their actions in a broader context.
They need to feel rewarded for their efforts.
Extrinsic rewards, such as bonuses or promotions, only fuel motivation in the short-term.
Rather, people perform better in the long-run if they are able to tap into intrinsic factors, factors within themselves.
Acknowledgement of a job well done is always valuable, even if it is a simple, heartfelt word of “thanks”.
They need a standard or reputation to uphold.
John C. Maxwell teaches that “people rise to our level of expectations”.
Take time to clearly articulate the types of behaviours that you want to see , along with the reasons you believe that the person is capable of the desired behaviours.
These positive affirmations can provide a bridge to improved performance for people who suffer from low self-esteem or high levels of self-doubt.
They need a reality check. “Raising standards is so important in the current business world.
Since competition is at an all-time high, to stand out in the market place, it is crucial that you focus on being the best you can possibly be, and use any and every learning that you have from previous iterations of your product or service to inform the new version.
“It is critical because it ensures your survival.” (Owen Fitzpatrick).
This is particularly relevant in our local context. With unemployment in South Africa at nearly 27% , we all need to work really hard just to stay employed. It cannot hurt to remind people of this.