---
title: "The Structural Reasons Behind Poor Employee Execution"
description: "Most bosses are dissatisfied with their employees' execution, believing that their company's strategy and management structure are clear, but employees' execution is not up to par, slowing growth and hurting returns. Many bosses try various solutions such as incentives, execution culture, stricter assessments, and even offering shares, but the improvement in execution is limited. To solve this, the problem must be broken down, and the underlying issues addressed, including both the willingness to work and the technical skills to do the job."
author: "潘文富"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2016-11-23"
language: "en"
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# The Structural Reasons Behind Poor Employee Execution

> Most bosses are dissatisfied with their employees' execution, believing that their company's strategy and management structure are clear, but employees' execution is not up to par, slowing growth and hurting returns. Many bosses try various solutions such as incentives, execution culture, stricter assessments, and even offering shares, but the improvement in execution is limited. To solve this, the problem must be broken down, and the underlying issues addressed, including both the willingness to work and the technical skills to do the job.

> Most bosses are not satisfied with their employees' execution, and even believe that their company's development strategy is clear, the management structure is clear, but the employees' execution does not match, resulting in slow company development and directly affecting the rate of return.
Many bosses are also constantly trying various solutions, such as incentives, execution culture, strengthened assessments, and even sharing shares, but the final improvement in execution efficiency is relatively limited. Of course, no matter how difficult it is, the problem of employee execution still needs to be solved, at least maintaining a state of promoting solutions.
> To solve a problem, one must first break it down and understand the problems behind the problem. The reason why employees have poor execution is inevitably related to both the employees themselves and the company's management system:
**1. Laziness is one of human nature, and finding opportunities to slack off is also a common human trait;**
**2. Due to differences in sense of responsibility and profit drive, employees' execution will definitely not reach the level of the boss;**
**3. How to improve execution is more about the boss looking at it from his own perspective, which is difficult to align with what employees think and want.**
To improve employee execution, the boss must first objectively set standard values, and cannot use his own execution level as a requirement for employees. Furthermore, it is necessary to combine the actual situation and thinking habits of employees themselves. Only when the views of managers and the managed are integrated can the resulting solutions be effectively implemented. Finally, the factors affecting execution are multifaceted, and solutions must also be applied from multiple angles, with multiple measures simultaneously.
Behind employee execution, there are mainly two factors:
**1. Whether they want to do it or not, this is a question of work willingness, that is, if employees are unhappy, have resentment towards the company or the boss, or have already intended to leave, of course they will not have the mind to focus on the current work;**
**2. Whether they know how to do it, this is a question of professional skills. Some employees indeed lack relevant professional skills, having the will but not the skill, and cannot get things done. Another situation is that employees feel that their abilities are sufficient, they know what they should know, and they have done the work they should do, but they still cannot solve the problem, so they do not look for reasons in themselves, but emphasize various external objective reasons, such as poor market environment, too strong competitors, insufficient company resource investment, chaotic management, and so on.**
To solve the problem of execution, it is necessary to address these two major factors, set up multiple solutions, and start simultaneously.
> 1
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> **The professional and technical issue of whether they know how to do it**
1. Establish a job description to clarify the scope of work for the position;
2. Based on the work scope, list various work items;
3. Each type of work involves certain execution processes and detailed standards;
4. Quantify the specific execution methods for each type of work in two aspects: first, whether the company has issued corresponding execution instructions; second, whether employees have fully understood and mastered them.
5. Through these two quantifications, make the professional and technical level transparent, to see whether it is that the company has not established corresponding execution standards, or that there is a gap between the professional skills employees actually master and the standard requirements corresponding to the position.
> 2
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> **The work willingness issue of whether they want to do it**
In terms of complexity, the issue of employees' work willingness is much more complex than professional skills, involving a wide range of aspects and difficult to fully and transparently quantify. It mainly consists of the following aspects:
1. Whether the employee's work orientation is clear, that is, why the employee comes to work at the company, whether it is to earn money, learn skills, pass time, purely enjoy the work itself, or because they like the team atmosphere. It cannot be assumed that employees must come to work to earn money.
2. Whether the boss has offended employees, which directly damages their work enthusiasm. Of course, most bosses with normal brains will not deliberately offend employees, but unintentionally offending employees is hard to say. This issue will be discussed in a separate article, and will not be expanded here.
3. The rationality of rules and regulations. Rules and regulations are not the stricter the better, but should be combined with the company's own scale. Generally speaking, the larger the company, the more rigorous and strict the rules and regulations should be; for small companies, more flexibility and humanization should be highlighted.
4. Salary and benefits. A major reason why employees are unhappy and do not work seriously is the issue of compensation. Of course, in today's transparent information environment, bosses cannot offer extremely low compensation. What employees perceive as low compensation is not absolute, but more relative: relative to other employees' income, relative to the boss's income, relative to their own efforts, relative to income from similar positions in other companies, and even relative to the income of friends and family around them. Moreover, in the comparison process, they tend to compare with higher incomes, so of course they feel the compensation is low.
Since employees like to compare compensation, the company should proactively conduct objective compensation comparisons, such as industry salary reports, the supporting factors behind high salaries in other companies, and even the high costs and various losses and waste that employees bring to the company.
5. Employees' personal development issues
Bosses of Chinese companies always treat employees' personal development simply, limiting it to within their own company and treating it vaguely, always saying, "Work hard first, and you won't be treated unfairly in the future." Such words leave employees feeling uncertain and confine them to the current company, making them feel unmotivated. In fact, employees' personal development should be proactively put on the table, forming a detailed written plan that is not limited to the current company, but should consider the larger development space outside the company, even personal entrepreneurship.
The author comes from a private business background, has operated a family distributor company for many years, and has concurrently served as a business manager and trainer in several manufacturing companies. The research direction is internal management of small and medium-sized private enterprises, with main topics including personnel management, cost control, management backend construction, and the integration of retired military personnel into private enterprises. The author has continuously broken down more than 400 topics related to internal management of private enterprises, and maintains the collection of materials and updates of solutions.
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