blem I observe on consulting assignments is that many employees don’t have a clear cut feel for how their jobs are measured. There are two key reasons:

1. Management has never sat down with

Productivity is the key to just about everything when it comes to making a satisfactory profit in today’s business environment.

Years ago, incentive programs became especially popular as a technique to help employees think like managers. Incentives were originally designed to exploit the “what’s in it for me” mindset many of us were born with. Immediately following the installation of an incentive plan, however, many managers make the mistake of believing that they no longer have to manage.

This is a huge mistake! Incentive plans are no substitute for established management techniques. But when incentive programs are combined with quality management activities, organizational productivity almost always rises.

The most frequently occurring productivity problem I observe on consulting assignments is that many employees don’t have a clear cut feel for how their jobs are measured. There are two key reasons:

1. Management has never sat down with

chnique to help employees think like managers. Incentives were originally designed to exploit the “what’s in it for me” mindset many of us were born with. Immediately following the installation of an incentive plan, however, many managers make the mistake of believing that they no longer have to manage.

This is a huge mistake! Incentive plans are no substitute for established management techniques. But when incentive programs are combined with quality management activities, organizational productivity almost always rises.

The most frequently occurring productivity problem I observe on consulting assignments is that many employees don’t have a clear cut feel for how their jobs are measured. There are two key reasons:

1. Management has never sat down with

f an incentive plan, however, many managers make the mistake of believing that they no longer have to manage.

This is a huge mistake! Incentive plans are no substitute for established management techniques. But when incentive programs are combined with quality management activities, organizational productivity almost always rises.

The most frequently occurring productivity problem I observe on consulting assignments is that many employees don’t have a clear cut feel for how their jobs are measured. There are two key reasons:

1. Management has never sat down with

ement techniques. But when incentive programs are combined with quality management activities, organizational productivity almost always rises.

The most frequently occurring productivity problem I observe on consulting assignments is that many employees don’t have a clear cut feel for how their jobs are measured. There are two key reasons:

1. Management has never sat down with

blem I observe on consulting assignments is that many employees don’t have a clear cut feel for how their jobs are measured. There are two key reasons:

1. Management has never sat down with their employees and explained how their respective jobs are measured. Or,

2. Management has never taken the time to determine the best ways to measure each job in the company.

Whichever the case, if employees don’t understand specifically what is expected of them in measurable terms, productivity frequently suffers.

I have found that preparing a position specification is an invaluable tool that helps alleviate both of these situations. The position spec clearly outlines the parameters of the job, what results are expected, how the job is measured and what behavioral style management believes will perform the job most effectively.

(To receive a FREE sample of a position specification, send an email to Bill@BillLeeOnLine.com)

After employees have a