Employee Performance & Development

Frank Besednjak places a strong emphasis on understanding the root causes of employee performance issues, arguing that managers too often jump to incorrect conclusions or apply ineffective solutions. He posits that poor performance is rarely a simple matter of an employee not wanting to do the work. Instead, it often stems from systemic issues within the organization, such as a lack of clear goals, inadequate training, unresolved personal problems, or a fundamental mismatch between the employee and the role.

The Training vs. Motivation Distinction

A recurring theme in Besednjak's work is the critical distinction between a training problem and a motivation problem. He frequently observes that leaders default to prescribing training for any and all performance gaps, assuming the employee simply lacks knowledge. However, he argues that this is a flawed assumption.

In his article "Why Most Training Programs Don't Really Work," he outlines five primary reasons for poor employee performance:

1. Personal problems or illness
2. A genuine lack of training
3. Unclear processes or rules
4. Incapability for the role
5. Low motivation

Of these, he contends that only a lack of training and unclear processes are truly addressable through training. The other issues require different managerial interventions, such as leadership, counseling, process redesign, or, in cases of incapability, reassigning the employee. Attempting to "train" an unmotivated or incapable employee is a waste of resources and leads to frustration for all involved.

The Diagnostic Approach

This diagnostic approach is fundamental to his philosophy. Before investing in any development program, leaders must first accurately identify the root cause of the performance issue. If an employee is capable but unwilling, the problem lies in motivation, which could be tied to company culture, leadership style, or lack of recognition. If an employee is willing but incapable, no amount of training will fix a fundamental mismatch of skills or aptitude for the job's core functions.

By forcing this initial analysis, Besednjak guides leaders away from generic, one-size-fits-all solutions and toward more targeted and effective strategies for performance improvement.

Attracting and Retaining Younger Talent

Furthermore, Besednjak addresses the need for businesses to adapt their development strategies to attract and retain younger talent, specifically millennials. He provides tips for contractors on how to motivate this generation. This connects to his broader point about the importance of providing long-term plans and growth opportunities.

He recognizes that younger workers are not just looking for a job; they are looking for a career path. Managers who ignore career development and fail to show employees a future within the company will struggle to keep their best people. This involves creating clear progression levels, tying training and development to promotions and pay increases, and demonstrating a genuine investment in the employee's professional growth.

This forward-thinking approach to development is not just about fixing current problems but about building a sustainable and motivated workforce for the future.