How Much Does The Average Formula 1 Driver Make Employee Performance – Do You Have "Retired-on-the-Job" Employees?

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Employee Performance – Do You Have "Retired-on-the-Job" Employees?

Some managers call them “dead men walking,” others call them “job sitters.” You know who they are – employees who do more than show up. They do the bare minimum, give little or no feedback and are the first out the door. They are disconnected, disconnected and disinterested. All businesses require significant input from each employee, especially in this era of pressure to do more with less. A great, profitable workforce needs active, happy and enthusiastic employees – not retirees or dropouts. It’s time for them to be proactive or help them do what they have done wrong…resign.

Today’s get-more-do-less economy has fostered a focus on responsiveness and efficiency. Organizations invest in their employees; on this investment, they expect a return. The greater the compensation, the greater the value the employee has to the organization. Fired!, Happy, enthusiastic and energetic employees make great returns. Retired workers provide little or no compensation. It is important for managers to examine who they are and why they act as they do.

Who are the retired workers?

These workers seem to be suspended from their work and workplace. Usually, they are the first to leave and the last to arrive. They have little or no sense of urgency; they have less responsibility. They have limited friendships; most of them are beyond. They only do what they are told and do not take the slightest action. They looked but someone forgot to tell them to stay home.

Why are there retired workers?

Before I can deal with this, I need to explain what drives performance. All good works are based on mental and emotional connections. The intellectual connection refers to what the employee is good at – what talents, strengths and natural abilities the employee has. Emotional connection refers to what the employee likes to do – what makes the employee interested and excited at work. I call these two components the “high performance formula.” All good work (personal or professional) always involves both mental and emotional communication. A successful athlete is skilled (mentally connected) and passionate (emotionally connected). A successful cook is someone who is good at what they do (cognitively connected) and passionate about cooking (emotionally connected). A great musician, manager, doctor, truck driver, parent or spouse is first good at what they do (psychologically connected) and passionate about it. This combination is the key to all great performance.

The reason for retirement (at work and in life) is because most people don’t invest time in understanding what they are good at (mental connection) and what makes them passionate (emotional connection); they don’t know each other well. It was not only necessary to “know” the main thinking of Plato and the Greek philosophers, but it is still the basis of much work today. We need to learn what we excel at, and what engages and motivates us. Spending time with our “self” is the key to reversing the retirement syndrome. Without this knowledge, many of us work in jobs (or live lives) that are not suitable; we don’t feel capable, or inspired. Work is therefore always moderate. In practice, this average performance leads to weak customer relationships, weak results and little return on every payroll dollar invested. In life it can lead to a boring life, troubled relationships and general unhappiness. Although most people can be happy and motivated for a short period of time, sustained excellence requires that we be mentally and emotionally connected to what we are doing.

Let’s examine how to be re-credited and re-energized from two perspectives: first, from your perspective – you are an employee “retiring from work”, second from the manager’s perspective – you manage “retirement-from-work”. -work”

He is a retired employee

In order to live and work in a dynamic, inclusive and inspired way, you must first invest in yourself by spending time learning what you are good at, what you love and what makes you successful. The combination of these three areas is the key to power performance – you’re good at it, you love it and it makes you successful. To begin this analysis, complete a talent assessment; this will help you see what you are working on. Then list your favorite things. Finally, list the things that make you feel successful. Identify where these three areas meet. Ask others to be a part of your discussion and process. Look at all three of these areas and create a plan to revitalize your career and life.

Manages a retired employee

The manager can help the employee to re-integrate the efficiency. Start first by looking at the mental connection. Is the employee good at what they do? Is he working in a job or role that matches his talents and strengths? If not, identify opportunities that might be a better fit; consider restructuring the work. Assess the employee’s talents. Find out more about her values, interests and strengths. This will help you see his confidence and areas of expertise and guide you to know where and how to connect with him mentally.

Once you’ve reconnected mentally, it’s important to work on emotional connection. In many cases, employees working in their areas of talent are also strongly connected at work. A chef who likes to cook is encouraged to work as a chef. An accountant is involved when the day involves financial analysis and creating financial statements. A sales marketing employee is interested in connecting with other people and building relationships.

Managers can maintain and encourage this level of engagement with “frame work.” Job design is the process of aligning the tasks of each employee to accommodate their values, interests and preferences in their work. It looks to engage and motivate employees in areas that are attractive to employees and make a difference to the business. It may be an employee who likes to write and can help the business create a customer newsletter. It can be an excellent fundraiser for event communications and be tasked with handling the next customer or employee event. Each task or responsibility appeals to the employee (emotional connection) and drives the business response. This activates the employee’s emotional response and moves them from average, empty and retired-at-work, to interest, engagement and excitement.

The key to performance is communication – both mental and emotional. We think, feel, care and are complex people – at work and at home. For performance to increase, we need to address both aspects of connection – we need to focus on what we excel at and what we love. This requires self-awareness and a time and commitment of interest in understanding our employees. When they are blown up! and they are interested (at home and at work), they do. Only then can we help eliminate the retirement response at work. Only then can we unlock their true potential. And in this economy, we need it.

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