Management Questions

The following series of five yes-or-no questions can help you manage future performance in a new way. Your answers will steer you toward a turnaround conversation appropriate to the situation and the underperformer.

Once you become familiar with the questions you’ll be able to assess which conversation is needed in a matter of minutes. You’ll be on your way to managing underperformance instead of living with its effects.

Ask yourself:

1. Does the person know what’s expected?
2. Has the person performed to standard in the past?
3. Have you already addressed the performance problem more than once?
4. Does the person have the capability of performing to standard?
5. Is the person coachable?

Source: How to Turn around Problem Performance in Five Questions or Less by Jim Bolton | ChangeThis, Feb. 16, 2011

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There are different levels of questions, based on Kirkpatrick levels and clearly in increasing importance, that must be asked:

• Did they (trainees) like it?
• Did they learn?
• Did they use it?
• Did it impact the bottom line?
• What is the Return on Investment (ROI)?

Source:
Training: Rounding up the Usual Suspects
by Abhay Padgaonkar
The CEO Refresher, February 2007

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• Do you have a simple, clear and consistent method of ranking positions throughout your organization, on a global basis?
• Do you have an accurate, easy-to-use means of ensuring internal equity across job families
• How do you currently ensure that your organization has a reliable base for determining pay for positions?
• Do you have an effective means of measuring your organization’s position against the market?
• Is your organizational structure appropriate, considering its future operating system and existing population?

Source:
International Position Evaluation System (IPE)
Mercer Human Resource Consulting

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• The reason the company created this job is to …
• The most important ways a person doing the job should spend time are …
• The two or three most important duties of someone in this position are …
• If someone asked me what it takes to be successful in this job, I would say …
• The easiest way to determine whether this job is being done well is by …

Source:
Good Job – Kind of, Sort of
by Carol Orsag Madigan
Controller Magazine, May 1998

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Conditions affecting morale are varied and complex. If you are wrestling with this issue you should find guidance by answering these questions:

• Look at your performance appraisal system. Does it hold people accountable for results that depend on a bigger process than they control?
• Is everyone in your organization well-trained, informed, and involved?
• Do reward systems encourage and reinforce high performance?
• Do you aggressively measure and manage those factors with the highest impact on customers, employees, and production and service processes?
• Are accounting and management information systems designed to make it easier for customers and those serving customers, or are they designed for the managers only?
• Similarly, are front-line employees serving their internal and external customers – or just managers?
• Are you hiring highly self-motivated people?
• Are supervisors, managers, and executives acting as effective coaches and team leaders?
• Are people skills and leadership ability key criteria in all promotions?

The most important question of all is – how do you know? Get the people whose motivation and morale you’re concerned about to provide the answers to these questions.

Source:
Morale Problem? Look in the Mirror
by Jim Clemmer
The Clemmer Group

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• Are job outputs and standards linked to customer and process requirements?
• Are process requirements reflected specifically in the appropriate jobs?
• Are job steps in a logical sequence?
• Have supportive policies and procedures been developed?
• Is the job environment ergonomically sound?
• Do performers understand the outputs they are expected to produce and the standards they are expected to meet?
• Do performers have sufficient resources, clear feedback, signals, and priorities, and a logical job design?
• Are the performers rewarded for achieving the job goals?
• Do the performers have the necessary skills and know how to achieve the job goals?
• Do the performers have the physical, mental, and emotional capacity to achieve the job goals?

Source:
Performance Improvement – A Classic Checklist
by Rick Sidorowicz
The CEO Refresher

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• How efficiently and effectively does the HR function deliver services?
• How effectively is the function focusing on priorities and completing milestone tasks?
• Is HR managing its finances prudently, complying with legal, regulatory, and internal requirements?
• How do HR customers rate their service experience?
• And, most important, how is the HR function contributing to the value of the organization?

Source:
Unfinished Business: Mastering HR Business Design
by John Koob
Mercer Human Resource Consulting

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• Can we measure the trade-off between an investment in our culture and an investment in new products or services?
• How should we balance cultural continuity against the need to adopt fresh ideas and practices?
• How can we build a “talent brand” to attract the best people?

Source:
The talent-growth dynamic
by Andrew Doman
The McKinsey Quarterly, 2000 Number 1

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• Can we make a business case for all of our development programs?
• What balance should we attempt to strike between developing our own talent internally and bringing in talent from the outside?
• How does the shape of our promotion pyramid affect our growth prospects?
• Do we have too many people at the top?
• Should we train anyone at all?

Source:
The talent-growth dynamic
by Andrew Doman
The McKinsey Quarterly, 2000 Number 1

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• What effect would losing one high performer have on our share price?
• What if we lost ten?
• How much value do we forgo by hanging on to poor performers?

Source:
The talent-growth dynamic
by Andrew Doman
The McKinsey Quarterly, 2000 Number 1

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