The concept is simple, really: perform your job duties, complete your projects, do your best and own up to your mistakes.
If it’s that simple, then why is accountability so hard?
There are dozens of answers to that question – all of them correct – but one of the most common answers is clear measurement.
Team members are less likely to hold themselves accountable if they aren’t told in advance that their work will be reviewed. It’s a practice as old as the office place itself: employee reviews.
But going beyond the annual checklist-style review, employee work should be evaluated as a part of an ongoing process. Addressing inferior performance after the fact really isn’t going to make a difference because it’s too late…the problem has already occurred.
Instead, creating real, attainable metrics and communicating them clearly to your team members allows them to set their eyes on the end goal and work toward it. Don’t say, “Do a great job for a great review.” Say, “This is what a great job looks like. Do this, and you’ll know you’re doing well.” Empowering the employee to do their job and evaluating that job performance regularly creates an environment of trust and nurtures employee satisfaction.
Executive Scheduling Associates holds its schedulers to exacting standards of accountability. We first start with each individual client. Based on his or her territory, experience, product and channel, we set call volume and meeting count goals that we know will give results without setting anyone up for failure. Those goals are
We also utilize our own, proprietary software to track our schedulers’ work. When they start a dial session for a client, schedulers log into our company intranet, select the client they will be working and press “Start.” An internal timer automatically begins as the scheduler starts to make calls and send follow up emails.
Once through their allotted time for the day, the scheduler will submit their activities through our proprietary software, where those are accessible to our management teams and audited regularly.
Our intranet also shows stats for each of a schedulers’ clients, so that they always know where they stand for the month. Are they on track for task count? Are they booking the right number of meetings? Are they giving the client all the time they have paid for?
Giving our schedulers clear goals and access to their performance stats means that they are not only accountable for the work they
How do you keep your employees accountable? Tell us in the comments below.