JUNE,Edition # 27, 2001

There is no magic formula that you can implement to solve performance problems. Just sheer hard work on your part as a manager, a genuine interest in the people working for you, and applying methods that have worked well in other settings.

You could start by actually acknowledging employee competence.
This means being very upfront and publicly acknowledging that they have a contribution to make; that they know you are unable to develop your vision, without their application of skills and prior experiences.
When people feel wanted, they feel good about themselves and are happy in their work. They become concerned about such issues as quality and performance and continue to build their skill base within your environment.

You could also implement a continuing training process.
There has to be a clear connection between the training being offered and an improved job performance, which is measurable in a non-threatening way.
Clear objectives should be set for training and what an employee should be able to do at the end of it. This benchmarks the success component so that employer and employee are in no doubt as to how effectively this process has been completed, as a team effort.
All training should relate to the job at hand now-not for skills required in twelve months time. It is the ability to instantly apply newly acquired skills that develops job satisfaction, experience and pride.
However, remember that training, while being a significant contributor to the solution of performance problems (estimated at 25%) it is not a total solution in itself.

One of the most important components of improving performance problems is to set clear standards of performance. People do not work effectively if:
* They do not know what is expected of them.
* They don't get adequate and non-threatening feedback to let them know what progress is being made.
* They do not see a reward and incentive scheme in place to reinforce the above.

People tend to respond to good standards rather than a list of goals, particularly if you, the manager, continually uphold those standards and "lead from the front".
Exhortations and fine words are no substitute for a clear example, and people quickly lose heart when they see through the emptiness of such gestures.

With the best of intentions, workplaces can themselves hinder performance if systems are poor and the culture not positive.
Managers should concentrate on removing all impediments, constantly refining systems and develop a happy and interactive workplace. Always match systems to the skills of your people, with the proviso that they are continually developed and refined as skill levels increase,
Empower your people to contribute to workplace changes and encourage them to develop their own improvements in the systems with which they have to work.

The greatest motivator of all in improving performance standards is the existence of a rewards system. And when you reward people, whether with money, fringe benefits, praise or any other form, do it fairly and publicly.
People who want to succeed see a clear correlation between they effort they invest, and the reward they receive. Provided these two parts of the same equation are in balance, superior performance results.
Look also at the groups that the individuals are part of, and reward the group as well. Look behind these groups to other support type groups and reward them too.
Be careful about placing too much emphasis on individual recognition, for no one person can succeed without the help of others.
So some of your performance standards have to be about interpersonal relationships, customer relations, complaints, compliments and a whole host of personality processes that help you develop and manage your team.
Leigh Kibby has referred to a range of "soft" management skills in his previous articles, which are the management skills required to be invested in a successful workplace. As workplaces become more complex and larger, these skills assume greater importance, as people experience isolation, frustration and insecurity in the general daily grind.
Pharmacy may get the opportunity to become a corporate structure and grow in size and complexity to a scale not previously experienced.
Unlike major corporations, who value only their shareholders, I sincerely hope that pharmacies learn to value their employees first and give them the greatest nurturement.
Coupled with proper standards, they will go on to look after your customers and patients, and in turn, look after your dividend as the shareholder.
Your investment in your employees will always create the greatest return.
This I believe is the "gist" of being involved with a caring environment.
And isn't this what pharmacy thinks it is all about?

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