Who is the 3%?
These are people who do not behave as expected by their organization. Let’s not forget that an employee is first and foremost a human being, with his or her character, but also his or her mood and personal problems. While some people are ill-intentioned and will always remain in the 3% group, others have a different value system and must learn the value system of their organization.
Thus, a model interest holder can move into this 3% group following a personal problem, just as another can move out of it following changes in the management of its activities.
How to manage them?
In models with low team autonomy, which is the majority of organizations, procedures are put in place to “protect” the organization. For example, the operator must return his used gloves to get new ones, or the technician must ask for a key and write down the list of supplies requested.
These ways of doing things are losing for the organization: although they prevent glove or supply theft, they penalize 97% of your teams. In addition to the time wasted in obtaining their work tools, your employees feel a lack of trust on your part. Well-being at work is one of the keys to performance and is very difficult to build.
Since the 3% group is variable, it is up to you as a first level manager to know and manage your team well. It is up to you to take action with the person concerned to explain the expected behavior. It takes a certain amount of courage to “punish” bad behavior, but this is one of the skills expected of a good manager.