1. Why God Why? Why Employees Don’t Do What They Are Supposed To?! 1Accuprosys.com

2. Okay! That does happen a lot. In fact, it’s a question persistently asked by employers and managers. Why don’t employees do what they are supposed to? Surprisingly, there’s also a New York bestseller on it! Accuprosys.com 2

3. Authored by Ferdinand Fournies, the book, ‘Why Employees Don't Do What They're Supposed To and What You Can Do About It’, offers guidelines on what managers can do to fine-tune the performance at their workplace. Accuprosys.com3

4. What this book found after reviewing real-world experiences of 25,000 managers is that there is more than one answer to the question. Accuprosys.com4

5. Some reasons include: 1. They don’t know why they should do it. 2. They don’t know how to do it. 3. They don’t know what they are supposed to do. 4. They think your way won’t work. 5. They think their way is better. Accuprosys.com5

6. 6. They think something else has more importance. 7. There is no positive consequence to them for doing it. 8. They think they are doing it. 9. They are rewarded for not doing it. 10. They are punished for doing what they are supposed to do. 11. They anticipate a negative consequence for doing it. Accuprosys.com6

7. 12. There is no negative consequence to them for poor performance. 13. Obstacles are beyond their control. 14. Their personal limits prevent them from performing. 15. They have personal problems. 16. No one can do it. Accuprosys.com7

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9. 9 O The first twelve reasons are clearly within the control of a human resource manager and it is his responsibility to get rid of these objections. O If an employee isn’t doing what he is supposed to, it’s not just the employee’s but also the manager’s slip-up.

10. In his book, Fournies contends that the root cause as well as the solution for these problem points rests with the manager as well as the employee. According to him, managers can eliminate these problems by: Accuprosys.com10

11. Getting an agreement with the employee that the problem exists. Accuprosys.com11

12. Discussing alternative solutions. Accuprosys.com12

13. Agreeing on the action that is to be taken to solve the problem. Accuprosys.com13

14. Following-up with the employee to ensure that the action agreed-upon has been taken. Accuprosys.com14

15. Reinforcing achievements. Accuprosys.com15

16. Accuprosys.com16 O If you want to redesign your employee management system so you won’t have to ask why your employees aren’t doing what they are supposed to, then you should first work on goal setting and employee engagement.

17. You need to help employees succeed in their tasks. And to do that, you need to establish the overall goals of your work unit and take ownership of the goals set by your company and the goals that you have subjectively set yourself. Accuprosys.com17

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19. Communicate those goals to your employees and work unit and allow them to participate in setting up the goals as well. Accuprosys.com19 O This will ensure that the employees will take ownership of their goals. O Secondly, you can help employees make a work plan and fix the dates for key deliverables.

20. Establish clear success criteria and follow-up with them to assess their progress on the designated due dates. Accuprosys.com20

21. Create a performance development plan for each employee and meet up at least once a week to discuss progress and goal accomplishment. Accuprosys.com21 O If required, arrange for appropriate training and development programs to help employees overcome their roadblocks.

22. Recognise their accomplishments and take their feedback on how well your team and their work is being managed. Soon, your team will ROCK and so will you! Accuprosys.com22

23. Centre for Innovation and Entrepreneurship C-4, IIT-H Foundation, Gachibowli, Hyderabad 9618402751, 9000600247 Reach us at: prabha@accuprosys.com simplify@accuprosys.com anuradha@accuprosys.com For more details, please visit: www.accuprosys.com prabha@accuprosys.com simplify@accuprosys.com anuradha@accuprosys.com www.accuprosys.com Accuprosys.com 23