Pollution: Crash Course Ecology #11

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Top Reasons Why Employees Don’t Do What They Are Supposed to Do—as reported by 25,000 managers

Why don’t employees do what they are supposed to do?  Former Columbia Graduate School professor and consultant Ferdinand Fournies knows.  Over the course of two decades, Fournies interviewed nearly 25,000 managers asking them why, in their experience, direct reports did not accomplish their work as assigned.

Here are the top reasons Fournies heard most often and which he described in his book, Why Employees Don’t Do What They’re Supposed To and What You Can Do About It.  As you review the list, consider what you believe might be some of the root causes and solutions for each road block.

In Fournies’ experience, the root cause and solution in each case rests with the individual manager and employee.  Fournies believes that managers can minimize the negative impact of each of these potential roadblocks by:

1. Getting agreement that a problem exists
2. Mutually discussing alternative solutions
3. Mutually agreeing on action to be taken to solve the problem
4. Following-up to ensure that agreed-upon action has been taken
5. Reinforcing any achievement

Are your people doing what they are supposed to be doing?

What’s the level of purpose, alignment, and performance in your organization?  Do people have a clear sense of where the organization is going and where their work fits in?  Are they committed and passionate about the work?  Are they performing at a high level?  Take a look at the conversations and relationships happening at the manager-direct report level.  If performance is not where it should be, chances are that one of these roadblocks in getting in the way.

PS: You can learn more about Ferdinand Fournies and his two books, Why Employees Don’t Do What They’re Supposed To and What You Can Do About It, and Coaching for Improved Work Performance here at Amazon.  Both books are highly recommended for your business bookshelf.

source: http://leaderchat.org/2012/07/09/top-reasons-why-employees-dont-do-what-they-are-supposed-to-do-as-reported-by-25000-managers/

Oil and Gas Well Drilling and Servicing eTool >> Job Safety Analysis (JSA) Process Today, many companies within the oil and gas industry use the Job Safety Analysis Process (also referred to as a JSA, Job Hazard Analysis, or JHA). The JSA is a very effective means of helping reduce incidents, accidents, and injuries in the workplace. It is an excellent tool to use during new employee orientations and training and can also be used to investigate "near misses" and accidents. To start the JSA Process, select the job or task to be performed. Any job that has hazards or potential hazards is a candidate for a JSA. An uncommon or seldom-performed job is also a candidate for a JSA. Forms or worksheets (see sample worksheet) may vary from company to company but the idea remains the same. Identify all steps, hazards, and safe work procedures before starting the job. The JSA Process is a multi-step process: Basic Job Steps: Break the job into a sequence of steps. Each of the steps should accompany some major task. That task will consist of a series of movements. Look at each series of movements within that basic task. Potential Hazards: To complete a JSA effectively, you must identify the hazards or potential hazards associated with each step. Every possible source of energy must be identified. It is very important to look at the entire environment to determine every conceivable hazard that might exist. Hazards contribute to accidents and injuries. Recommended Safe Job Procedures: Using the Sequence of Basic Job Steps and Potential Hazards, decide what actions are necessary to eliminate, control, or minimize hazards that could lead to accidents, injuries, damage to the environment, or possible occupational illness. Each safe job procedure or action must correspond to the job steps and identified hazards. Everyone involved in implementing a job or task should be present when the JSA is written! The JSA should be reviewed, approved, and signed by the supervisor before the task is started. Understanding every job step is very important! Whenever a job step changes or a new step is introduced, the JSA must be reviewed and updated. Remember, the key reasons for completing a JSA are to encourage teamwork (especially with new employees), to involve everyone performing the job in the process, and to elevate awareness! source: https://www.osha.gov/SLTC/etools/oilandgas/job_safety_analysis_process.html

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