How to analyze personnel in a company is a question that almost no one knows how to solve. Meanwhile, conducting a personnel analysis allows you to properly delegate authority to your employees.
Many methods are cumbersome and not universal, and they are also labor intensive to execute. But the analysis of personnel is carried out daily, including during interviews with candidates for employment in the company. Let's look at a simple method today that you can apply tomorrow.
Motivation / Competence Matrix
I learned this method in training from Michael Beng, who is a recognized master in training and motivating sales personnel. So let's go.
We constantly assign employees to perform some tasks, but, as a result, we often do not get a satisfactory result. Most likely, the reason is that we gave this task to an incompetent or unwilling employee to do the job well, and at the same time did not control him. But there is also a second option: we entrusted the work to a well-trained and independent responsible employee and at the same time constantly monitored him, as a result of which his motivation decreased.
It is very important that your management style matches the motivation and competence of the person. We can apply the competency / motivation matrix to determine the position of the employee and determine the correct actions in relation to him.
What do these two qualities depend on?
Competence - depends on experience, education, completed training, human intelligence.
Motivation - depends on the goals of a person, confidence, the attitude of the management towards him, on whether he is satisfied with the working conditions and the amount of payment.
STEP 1. We need to analyze the work, take into account the motivation and competence of the person without prejudice and place the person in one of the squares in the figure below.
STEP 2. You need to decide on the management style for each type of employee, the tips are in the corresponding squares of the lower figure.
Let's take a closer look at the types:
1 are experienced, competent employees who are motivated to do their job well. As a rule, these are TOPs and stars of divisions. Such an employee needs confirmation of his qualities in the form of obtaining greater powers within the framework of the project.
2 are employees who are eager to fight, but do not have the appropriate skills and experience and therefore constantly mow. Or they are new employees who have not yet learned how to work according to the standards of the company, they need help in this. In my opinion, these are the most promising employees from which you can grow type 1, simply by teaching them the job.
Type 3 is very dangerous. These are employees who have experience and competence, but are underestimated in the literal sense of the word or in their own opinion. Perhaps this employee was not promoted somewhere during the time, or you pay him little, perhaps you controlled him too much when he was in square 1. These are often presumptuous stars of sales departments who were dropped from heaven to earth during rotation in a department or sales department transformation.
How to work with such employees?
Well, first of all, you don't have to bring it up to that. Employees of type 3 are the fault of their immediate supervisor. Here, or the employee was promised "mountains of gold" when applying for a job, which are not in this company. Or they missed the moment when the employee changed his motivation and continued to motivate him incorrectly.
What can be done? Often, to motivate such employees, you need a shake-up with the opportunity to earn remuneration and return to 1 square again.
If an employee has become this way as a result of deception during hiring and, as a result, high expectations, then it is best to say goodbye to him. If you cannot give him the authority or money that he needs, he will still leave or work half-heartedly.
Advice on this paragraph: never hire an employee for a position if it does not provide for the payment of the money that interests him!
4 - it may be a new employee who has been brought in the wrong place by fate or an old employee who has not developed competencies in himself, plus, in addition, has lost motivation. This is the most difficult type of employee, and you need to transfer to other sectors as quickly as possible, and it is easier to replace them with type 2.
What's next?
Next, you take a snapshot of the staff on a monthly basis and each time you accept a serious assignment, you analyze a specific employee. You need to make sure that as the employee changes as a result of motivation and training, your management style changes too.
Summary
We have discussed with you how to analyze the personnel in the organization and how to delegate correctly. A constant understanding of the motivation and competence of employees will allow you to find the right approach to each of them and manage correctly.
