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Average isn’t good enough in workplace: expert

At work there are handfuls over-achievers and under-achievers and a big middle ground of average.

KELOWNA, B.C. — At work there are handfuls over-achievers and under-achievers and a big middle ground of average.

“An employee letting him or herself to be average or an employer allowing an employee to be average is a disservice to everyone,” human resources expert Dwayne Burdeniuk said during a recent stop in Kelowna.

“Employees should always be striving for excellence and employers should be demanding it too.”

Of course, this is all easier said than done.

Jarring people out of the average slump and creating excellence is all tied up in the complicated process Burdeniuk calls employee performance assessment and management.

In fact, Burdeniuk of Salmon Arm, B.C.-based Sun Runner Human Resource Solutions, recently held a full-day workshop on the topic for employers and HR managers in Kelowna.

And he freely admitted the seven-hour seminar really only scratches the surface of employee performance and all its complexity.

For instance, there are the logistics of maintaining a file on every employee to keep track of work done, the quality of work, if deadlines were met, conversations with management and what was said.

But then there are also more intangible areas of motivation, recognition, constructive criticism and discipline that results in improvement, not backlash.

Burdeniuk recommends employers have official worker performance reviews at least twice a year and bouts of motivation, recognition, reminders, constructive criticism and discipline as needed.

In fact, daily feedback and open lines of communication are recommended to try to keep everyone happy and prevent problems from getting bigger.

The reviews can track the employee’s career development and efficiencies, suggest wage increases, promotions and extra responsibilities and give a chance for both the employer and the worker to discuss what’s right and what’s wrong.

“A review can be as detailed or as quick as it needs to be,” said Burdeniuk.

“You can even break it down into two dozen categories, such as communication skills, flexibility, decision making, sales skills, planning and organization.”

The goal, according to Burdeniuk is to develop every employee to their full potential for both their own good and the good of the company.

“That doesn’t mean everyone has to be a leader or the boss one day,” he stressed.

“But everyone can be the best at what they do and create value for themselves and the company.”

Following these human resources tips means the need for firings should be greatly reduced and only as a last resort.