APICES - Recognition of Good Performance and Encouragement of Good Working Environment

APICES - Recognition of Good Performance and Encouragement of Good Working Environment
(CopyRight 2009; Benjamin Goh, www.bensglobal.com)

A for Attitude. Good attitude is key in achieving good performance. Good attitude should be encouraged and incentives given to ensure that all team members are willing to share and work closely together to achieve the final project results. As such, incentives should not only encourage individual performance but also team performance.

P for Politics discouraged. Where a good working environment is to exist, corporate politics must be discouraged and minimized, if not eliminated. This should be a top-down approach to management and operation of all the company's activities.

I for Incentive plans for work well done. These plans should be measurable and clearly defined so that all involved will be aware of what incentives will be received upon completion of certain tasks or projects. Transparency of how incentive plans are measured should be clearly and accurately communicated to all staff. These plans should also be documented and made available for all staff.

C for Culture where good performance are highly regarded and recognized. This takes time to cultivate but it should clearly articulated in all performance assessments conducted in the company. The management team should constantly remind the project teams of that transparency, integrity and team spirit together with good performance are highly recognized in the company. Regular staff communication highlighting who's performing well must become a norm and ritual in the company. Celebrate whenever projects are completed successfully, within budget, within time and at/beyond set quality levels. Different types of celebration for different results achieved can be defined and broadcast to all staff. Have one person, preferably an administrator for the project teams to be constantly on the lookout for project results and initiate all celebrations.

E for Expectations set-right in the beginning. Many projects fail because expectations of deliverable are not clearly stated, documented and communicated. It is critical that expectations are made known and all involved are given the chance to voice any objections or difficulties but finally, all differences resolved and expectations set for all team members and the team as a group.

S for Sharing or communicating project activities and updates to the teams so as to ensure that all involved are totally aware of what are their roles, responsibilities and accountability with detailed project items and time-lines clearly documented and endorsed by top management. Constant coaching of team members and ensuring that every team member is given equal opportunity to share and voice their opinions and differences, if exist.