NFIB

Are Your Employees Working Too Slowly?
03/ 28/ 2002

One of the most frustrating things for entrepreneurs who start their own companies is the relative slowness of employees. The owner of a company, who knows the intricacies of an industry backward and forward, can usually perform a task much more quickly -- and with higher quality -- than someone who is less familiar with the industry. Even so, employees should work faster and faster as they gain experience. Today's Workshop, by Jeffrey Moses, offers a few suggestions for how to work with employees who continually work at a slow pace.

The first step in alleviating slow production is to meet privately with the employee. Explain the situation in detailed, specific terms. Don't just say: "It's been reported that you're too slow." Rather, say something such as: "Our normal rate of production is ten units per hour. You're producing only six. Do you think it's possible to increase your speed?"

Rather than accusing, the above example allows the employee to respond positively. Slow employees may not even be aware that they are working too slowly and often can increase speed just by focusing on their activities. When employees say that they will try to work more quickly, remind them that they will have to do so without sacrificing quality. Then, allow them to return to work. Monitor their progress, and meet with them a week or so later to discuss their performance. Meet with them even when they have increased their speed. Such a meeting will allow them to feel more comfortable, knowing that their improved performance has been noticed and appreciated.

Slower employees often can benefit from working directly with faster employees for a day or two. The slower employees may pick up tips, or styles of working, that can improve speed.

In order to determine accurately whether employees are slow, fast, or normal, it's necessary to establish benchmarks of performance. Don't set arbitrary performance standards. The more exact and historically accurate your benchmarks are, the more likely your employees will be to work toward meeting and exceeding them.

Remember that many employees feel nervous when their performance is being closely monitored. For this reason, don't set up evaluation periods that are too short, say one or two days. Evaluation periods will be more accurate, and more fair, when extended to a week or two.

When an employee is unable to meet acceptable standards, even after trial periods, management needs to make a decision. Additional training may be in order, to make sure that the employee understands the equipment and procedures used, and isn't focusing so much on quality that speed is sacrificed. Or, if an employee is simply unable to meet standards, reduced salary or termination of employment may be required.

Often there is a gap between the actual benchmark of performance by employees and what management defines as "normal." High standards can motivate employees, but standards that are too high can be counterproductive. Employees may become irritated and unmotivated when standards are impossible to meet or maintain. Motivation is an art and a science. It is a blend of training, discipline and encouragement. Maintaining the proper ratio of these will assure that a company's production remains at peak levels.

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