Keep things simple and significant

Keep things simple and significant

I worked with a client recently who had three staff doing the same technical administrator role and working shifts. Andrew was not performing as expected and I talked with my client about how to support him to improve.

I asked my client who the best one was out of the three? “David’s the best, he’s great with our customers, really knows how to talk to them and sort their problems out and goes out of his way to help them”.

I suggested that perhaps the shifts can be changed so Andrew works alongside David for a few weeks, a way to positively influence Andrew without a need for any formal peer mentoring. It would be a chance for Andrew to hear and see how he is expected to perform through sitting next to David, without having to necessarily point out his underperformance at this stage.

My client thought it was a great idea and tried it out. I caught up with them a few weeks later and Andrew was doing brilliantly and his performance had increased, which reflected on how he worked with the customers, which in turn increased customer satisfaction.

A simple answer to a significant problem, with a significant outcome.

Keeping HR simple keeps energies focussed on the problem and doesn’t have to be more complicated than it needs to be.

(Names changed to protect identities)

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