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How to Define Employee Performance and Create Individualized Consequences

Fourth in the ORS management communication series.




How do I hold good people accountable for their results while maintaining workplace harmony? When is "close enough" good enough? These are the dilemmas managers and supervisors face daily. How can you change behavior without creating morale problems or unwanted turnover? In the final installment of the ORS Management series, Vince Rath and Dayna Brown discuss the methods supervisors can use to clarify their tolerances and create responses tailored to each individual employee that can improve performance and maintain relationships.



When There’s No Succession Plan, Call Wilkerson

Bob Wesley, owner of Robert C. Wesley Jewelers in Scottsdale, Ariz., was a third-generation jeweler. When it was time to enjoy life on the other side of the counter, he weighed his options. His lease was nearing renewal time and with no succession plan, he decided it was time to call Wilkerson. There was plenty of inventory to sell and at first, says Wesley, he thought he might try to manage a sale himself. But he’s glad he didn’t. “There’s no way I could have done this as well as Wilkerson,” he says. Wilkerson took responsibility for the entire event, with every detail — from advertising to accounting — done, dusted and managed by the Wilkerson team. “It’s the complete package,” he says of the Wilkerson method of helping jewelers to easily go on to the next phase of their lives. “There’s no way any retailer can duplicate what they’ve done.”

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