Working Performance Improvement Training
Working Performance Improvement Training, commonly referred to as simply"WPI" or"Working Performance Improvement", is a powerful management tool that could help enhance the quality of a company's performance. With the correct tools, WPI can provide a foundation for increased productivity, enhanced customer satisfaction, and more profit. This kind of training can have a dramatic effect on the performance of all types of organizations. However, when poorly executed, WPI can do much more harm than good. Let's take a look at some common mistakes that are made during Working Performance Improvement Training.
First, too many managers rely on self-study or trial and error when it comes to determining how to enhance their company's performance. They then try to implement this information in their own groups and departments. While the objective is for managers to learn about Performance Improvement, however, this process can be hindered by the fact that most managers already know too much. To put it differently, the more you know, the less useful your Training sessions become.
Second, most performance-driven training exercises are excessively focused on the creation of specific, quantifiable skills. Most managers tend to focus their attention on producing numbers, on learning how to measure things, and on creating the best possible outcomes for their own teams. This may lead to an increase in the risk of workers taking short cuts and causing difficulties for the organization. Instead of focusing on creating raw, inherent ability, the objective of successful training must be to develop the capacity of employees to create and deliver on desired results, regardless of short-term budgetary restraints. A good training program will also assist managers to foster a culture of communication within the enterprise.
Then, the overwhelming majority of managers use a variety of techniques, systems, and procedures to evaluate employees. They do not focus on providing individualized training that addresses each employee's unique set of issues and goals. They also don't facilitate the development of individual leadership skills, like those necessary for problem solving. Managers spend too much time micromanaging the wrong things. In addition, these techniques and systems are often inefficient and costly.
The next error is to downplay or dismiss the importance of informal learning and practice. The development of new ideas, the reinforcement of new attitudes and behaviors, and the enhancement of individual and team skills are intrinsic areas of the work environment. Yet the majority of the training programs and initiatives developed by the majority of managers do not involve these kinds of practices. Because of this, workers are seldom able to apply what they learn inside the classroom to their work outside of the classroom. This"on the job" training often leads to ineffective performance.
Finally, most managers concentrate only on a couple of dimensions of worker performance. They fail to give any thought to the interdependence of the three components. By way of instance, while many managers instruct employees to"self-monitor" to test on their own operation, few teach them to develop their trust and rapport with other employees. People who do so find that their performance improves because of this. Likewise, employees who learn to effectively communicate with each other also enhance their working performance. If an employee is trusted and respected, he is far more likely to give high quality work because he understands that his superiors and co-workers will provide honest feedback.
Working through performance improvement is possible. But it requires the leadership to believe it can be done and that workers can do it. And it requires that leaders encourage, develop, and enable employees to take part in performance improvement activities. Otherwise, the effort simply won't produce the desired positive results.
If you want to boost your company's productivity and employee satisfaction, use some discretion when deciding what you will and won't do in the office. Listen carefully to your employees' needs and concerns. Educate them in effective communicating skills, and foster open communication within the business. Working through performance improvement, in spite of all your best efforts, isn't impossible.
