Friday, October 26, 2012
Performance reviews and performance management systems are powerful productivity processes that can help drive an organization’s achievements through the roof. But when not used to their full potential, performance reviews can instead become a burden to both supervisor and employees. At the very least, use employee reviews as springboards for discussions with your employees about their goals and aspirations. Discover the degree of inspiration your employees possess to do their best work, and learn how to increase it. Chances are that you will discover something you did not know about your employees’ needs that, if met, would better serve the organization’s mission and goals. Also, be sure to let your employees hear from you firsthand the importance of what they are doing and how it fits with the organization’s mission. All employees look and hope for pay increases, but hearing that they personally are valued by you and the organization fulfills a level of need that the paycheck won’t reach. And the research on employee job satisfaction proves it is true. Enjoy the inaugural issue of Supervisor Tips Newsletter by clicking here.
Friday, October 12, 2012
Do you sometimes feel resistant to taking necessary disciplinary actions with employees. You're not alone. If you ignore your company's disciplinary tools (yes, "tools" because disciplinary action is not punishment) you'll tolerate many employee problems too long. Why the resistance? And how do you get past it? Disciplinary actions must be carefully considered and clearly warranted before being administered, of course. Doing whatever is reasonable to help an employee improve performance should precede such measures. But they are not punishment. By setting up mental roadblocks like this one, supervisors undermine their efforts to maximize productivity. Improper documentation, failure to follow proper procedures, or being unable to demonstrate a good-faith effort to help the employee improve are examples of such roadblocks. Getting advice from internal experts, such as human resource representatives is indispensable for supervisors attempting to confront employees with significant problems. Don't go it alone if you feel some trepidation. Proper use of the consultative function from your HR department or even employee assistance program can frequently eliminate the need for discipline altogether because a new idea may emerge in your discussions. Your emotional involvement with the employee, particularly strong feelings of anger, betrayal, and resentment are other common problems you may possibly face in supervision. Seek to separate yourself from emotional involvement and your supervisory role; failure to do so frequently contributes to the likelihood of missteps with supervisors and the increase of risk to the employer. Have you seen the new supervisor tips newsletter?
Tuesday, October 2, 2012
If you have an employee who for the first time demonstrates a behavior associated with sexual harassment, a firm management response often prevents a second offense by the employee. But if the employee has difficulty with the control of impulsive behavior or a long history of personal issues that contribute to this inappropriate behavior, something more may be needed. We're talking professional help. I know what you are thinking. You’re thinking, fire the bum. I’m grinning because you won’t do it if this employee is one you value. True, unfortunately, if you will eventually become sick and tired of this employee enough to actually let him or her go. But you reach the SATOBSAD (Sick and Tire of Being Sick and Tired) don’t do it--at least not yet. Instead, get a grip and try this sure-fire intervention that puts the problem squarely on the employee's shoulders. You get to step back in full control and let nature takes its course. Simply tell the employee that today is his last day at work unless he wants to get an assessment with a professional person you know (someone you’ve contracted with as a professional employee assistance counselor). It's totally up to the employee. He or she gets the red carpet treatment if they say yes. That means..holding the job action in abeyance if the employee decides 1) he needs help 2) goes to the assessment 3) cooperates with getting help. If not, the action will not be held in abeyance. The action is based on job performance problems. Remember, your employee may need professional help, but you don’t have to make that determination at all. In other words, you are accommodating based upon his or her request so the employee can get help for a personal problem he or she thinks exists, not you. You are not diagnosing. It is the only way the employee can keep their job—to decide here and now that he or she has a personal problem for which he or she would like to be accommodated. If no problem exists, then the employee can be dismissed. There is no other option. Very few employees will voluntarily be fired in this situation.