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Employee Performance Consulting –

In the last 2 decades, Performance Improvement has become a key focus area for companies across the world. To maintain the consistency and competitive advantage, many organisations are investing in Employee Performance programs.
Performance Consulting is a process via which the business is increased by focusing solely on the employees’ performance in the organisation. Performance Consulting acts as the bridge between the gaps that exists between the business and performance results. It is a systematic, performance-oriented approach that not only focuses on implementing solutions but also on achieving sustained results. It helps optimize performance in the workplace, thereby supporting company business goals.
Our experts’ team at Salahkaar Consultants is specifically trained for Performance consulting. We specialize in enhancing employees’ performance. A combined expertise in business, human-technology partnering and consulting, who collaborate with organizations to diagnose performance problems and recommend solutions.
Our main role as a performance consultant is to identify and address the performance needs of employees.
Performance consultants are also responsible for:
• Agents of Change
• Responsible for establishing and maintaining healthy partnerships with leaders of the organization
• Recorders of training results and non-training actions, to gauge any change in performance and cost results
• Consultants who use assessments to study performance gaps and the reasons that cause these gaps

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Few popular blog posts for your reading:

Blog 1: Click here

Blog 2: Click here

Blog 3:

Employee Performance 

How your employees work on a daily basis in your business affects the success or failure of your business. These include factors such as job quality, quantity, job impact, and the behavior of your employees in the workplace. You – the business owner – have control over how you set and monitor these expectations. Understanding performance metrics, employee performance review methods, and ways to improve performance can help ensure that your employees meet the needs of your business and the needs of customers.

Employee Performance definition

Employee performance refers to how your employees behave in the workplace and how well they perform the job responsibilities you pay them. Your company sets performance goals for general employees and the company as a whole in the hope that your company will deliver good value to your business customers, reduce waste and operate efficiently.

For an individual employee, performance refers to the impact, quality, and efficiency of work at the work level. For example, you can expect your seller to complete a specific call quota per hour using a specific component that leads to a closed sale. On the other hand, a productive worker may have product quality and production hours performance requirements.

Individual performance affects the performance of your team and organization. If you have employees who are unable to continue or have sub-paid work, other workers will have to slow down or you will have to do that work again. When employee performance is poor, you may not be able to satisfy your customers, thereby adversely affecting your profits, company reputation, and sales.

The Importance of Performance

If it does not add value, there is no reason for the survival of your organization or organizational unit. It is valuable to the customers, community, shareholders, or colleagues in the organization.

Each employee contributes individually to the organization’s unit performance and to your entire organization. If the performance of an organizational unit or individual employee lags far behind, as a rule, it can lead to reorganization or recurrence. In an environment where competition is more intense, the importance of consistent performance is increasing.

How an employer can effectively measure performance through evaluation

1. Be clear

Avoid ambiguity about what your employee likes and dislikes about work. Performance reviews only work when you use specific examples that improve employee job performance.

2. Prepare

If you have multiple employees who need to give reviews, extend them based on rental dates and don’t wait until the end of the year. Keep a file or document that can illustrate specific examples of good and bad performances and work habits throughout their working life.

3. Follow up

Logically, as part of the review, the owners set targets for the coming year. Performance reviews only work if you have follow-ups throughout the year, not just one hour per year.

Employee Performance: Task Versus Behavior

In addition to the various tasks of the job, companies should also consider the behavior of employees. For example, productivity is affected due to lack of supervision, bad attitude, lack of teamwork, and many shortcomings.

Blog 4:

When Should Employee Performance Problems Be Discussed

Discussing poor performance with an employee is a conversation we all dread, but as a manager or HR professional we will all eventually have to deal with it. We have put together 10 tips on how to discuss poor performance with an employee. There are many reasons why it may be difficult to “speak.” Most people want to avoid conflict, and it is obviously necessary if all employees are always fully engaged and productive, but it is difficult to talk to an employee about poor performance, which is also a learning opportunity.

From an organizational perspective, the situation can be seen through the lens of the employee to see if there are any failures on the part of the employer. While we do not rule out personal performance issues, it does set us up to handle these situations more easily.

Even from a personal point of view, when we find that poor performance is caused by an employee becoming consciously inactive, we have the opportunity to learn and develop our personal skills. Performance issues can arise from a variety of issues and we are attentive and sympathetic even when they are direct and productive in our conversation. The purpose of speech is not to improve performance, but to criticize, confront and question, based on a defensive attitude and solution.

1. Create a safe space

We can make the already uncomfortable situation worse. At the very least, we want the conversation to take place privately and in that area without neglect. We need to create a voice for dialogue that we want to be a part of their success.

2. Do not postpone it

Poor performance is unlikely to fit him, and if there are simple and quick successes to increase productivity, it is worth finding them as soon as possible. Often, poorly performing employees are aware of certain levels, so dragging our process gives time to make the conversation more intimidating.

3. Identify the problem and investigate the problem

Just because we want to enter into a conversation with an open mind does not mean we should not investigate anything in advance. Knowing the impact of issues, how it relates to other team members and organizational goals and communicating clearly that there is data to back it up is important. Doing so helps to avoid perfection in the conversation and to identify and identify that there is a problem in the beginning, and then spend our time finding solutions.

4. Record and clarify what is going on

When we have an awkward conversation, we unknowingly use distant language and wander around the bush. But it needs to be straightforward and clear to get to the bottom of the problem. We can maintain a positive tone and attitude when explaining what we are talking about and what to do to resolve the situation. We should mention that such a conversation will be documented and followed in doing so.

5. Don’t ask why, find out why

As one psychiatrist put it, “How do you feel about it?” “Why don’t you perform better?” Now it’s time to leave. From our list of questions. Especially as our opener. Examine the possible ways to accept such a question; There are some unprotected responses and we get superficial information before closing the best communication channels. All we really need is to get the employee out and understand what is inherent, which is done by asking questions

6. Set / Reset Expectations

The result of poor performance dialogue is that expectations are not clear and some clarity solves everything. Even if our conversation does not go that way, we can use the opportunity to make sense of character expectations. You can ask employees to describe themselves in their own words and add the biggest roadblocks to the person who is in a position to meet them in their opinion. Although we find that expectations need to change, performance is still crucial, and maintaining a general relationship with what employees are asking is the first step to development.

7. Focus on effort and purpose

Although the results can be measured by our yardstick, it is important to note how poorly and intentionally employees with poor performance need to be addressed. It helps us find the root cause of their problems. We found that there was a high level of effort and a good attitude, but if the results did not come we could recognize their effort and discuss training and strategies. If there is a lack of effort and performance, we will look into the reasons for this during the discussion.

8. Be Solution Oriented

There are so many solutions to poor performance that they don’t always do things like “work hard” or work hard. Job role training, reorganization, review, providing additional resources, assisting in setting ambitious goals, providing more frequent feedback, development, or performance improvement projects – these are just some of the possible solutions. Use the meeting to find the cause of the problem, and then suggest appropriate solutions based on what you have learned.

9. Respect

This goes without saying, but poor performance communication requires a respectful and professional approach. Failure to do so can lead to resentment and legal issues. It is important to isolate performance issues from the individual. We can point out and target the impact of poor performance on the team and in the organization, but make sure the conversation does not lead to personal attacks or insults.

Blog 5:

How To Make KRA

“Performance management using KRA” has been one of the top posts on this blog. The KRA’s function is defined as a scale to measure the performance of a team member. The documented result fields gave us a way to walk. We knew exactly what was expected of us and we performed accordingly. KRAs do not have to do with results and with day-to-day activities and therefore it is easy to track the amount of KRAs.

The Most Important Qualities of Key Result Areas

The main outcome areas will of course vary widely depending on the role of an employee or the specific goals of a department or an organization. However, there are some primary characteristics that are important in the development of any KRA. The KRA must be specific, clear, and measurable. Dan Montgomery, founder and managing director of strategic planning company Agile Strategies, says that often, organizations make indifferent statements about their goals. “But they’re not really words – they’re very slippery,” Montgomery says. “You can create something that you find worthwhile, [but] you’re not really stating what success really looks like.” This is why it is important that KRAs are specific and measurable. He says, “You need to discuss how you would measure them ahead of time instead of arguing after the fact.” It is also necessary that the KRAs incorporate and perform functions that are under the control of the person or entity for whom they have written. They should also include an essential activity of the organization.

Why is it Important to Identify Key Result Areas?

The Pareto Principle states that 80 percent of the results or effects of something come from 20 percent of the causes. The principle of how people (or departments and organizations) have done their work means that 80 percent of the value of your work will come from 20 percent of your work. Therefore, it is important that you understand and identify the most important 20 percent of your work. What is the relatively small part of your work that brings the most value to your organization? Asking this question will help you develop important outcome areas.