Open table of contents +
When a young employee fails to produce the expected results, before explaining the cause based solely on the characteristics of their generation, we first check the actual role entrusted to them, expectations communicated to them, evaluation criteria, and feedback. Consider supporting the individual and reviewing the workplace separately.
Role: Check what you are entrusted with on a work-by-work basis
Just expecting someone to take the initiative will not make it clear what you are entrusted with. Write down the scope of your responsibility, what you can judge, and the conditions under which you will consult with others. For example, if you are tasked with making a proposal to a customer, agree on which part of the process, from gathering information to approving the proposal, the person will be responsible for.
What should you change about yourself and your workplace?
- 01 Role
Is the task to be assigned clear?
- 02 Expectations
Are the desired results shared?
- 03 Rating
Are the evaluation criteria consistent?
- 04 Feedback
Do you know what to do next?
This is an explanatory diagram that organizes the ideas in the text. Please check each section for detailed conditions and specific examples.
Expectations: Share standards for good work
Share examples of deliverables, deadlines, priorities, and perspectives for checking quality. If "quickly" and "politely" are both required at the same time, specify which one should be given priority. By asking the person to explain what they understood, you can distinguish between verbal agreement and actual understanding.
Evaluation: Separating observed facts and interpretations
Before you judge someone as “unmotivated,” check what happened and when. If there aren't many people speaking at the meeting, ask if they shared their points in advance, if they had a role in asking for their input, and if they had access to the information they needed. Rather than rushing to explain generations or personalities, we look at the relationship between work conditions and behavior.
Feedback: Decide what to do next
Briefly reflect on the completed work, the purpose, the person's judgment, the results, and the next action. If you don't know a method, tell them specifically, if you have no experience with it, try it together, and if you have material to judge, use questions. The frequency is not determined uniformly, but is adjusted to suit milestones in the work and situations in which the person is in trouble.
Support for the person and review of the workplace side by side
As an illustrative example, let's organize the delay in proposals. The person may need to practice prioritizing issues. At the same time, waiting for confirmation from superiors or ambiguous approval conditions may be causing delays. Separate what the person should try next and what the workplace should change, and confirm with the following suggestions.
The training plan includes implementation and confirmation.
Summarize the tasks to be delegated, expected results, necessary support, and confirmation points in one sheet. We combine learning and 1on1 to suit the purpose, and do not explain that only a specific method will make a difference. While reviewing roles, expectations, evaluations, and feedback, we will create conditions where employees can demonstrate their abilities.
Author
Global Career Incubator Co., Ltd. CEO Shinichi Ikawa
After graduating from the Faculty of Law at the University of Tokyo, he worked at the Ministry of Defense and the Australian Ministry of Defence, and worked in business development and organizational management at a business company, before founding GCI in 2023. We provide support that connects management and business strategies with the implementation of roles, human resources, and operations.
At the point of contact between Japan and the world, GCI supports the growth of companies and the development of individuals' careers and abilities.
Shinichi Ikawa's profile↗