Thursday, August 15, 2013
Don't believe the absolute tripe these days about how we should scrap performance evaluations programs and procedures. I laughed looking at LinkedIn the other day where someone decided to post a comment that performance evaluations don't work because they replicated the Master/Slave model. Is this guy serious? If you do not have a performance evaluation program, you have only one thing going for you to manage quality of work, attendance, quantity of work, attitude, conduct, behavioral issues, and availability. Guess what than one thing is? .... your personality and whatever relationship you hold on to with your employee. I've seen this before in many companies where where there were good performance evaluation systems, but management didn't enforce accountability for supervisors doing them. Hence, by default, the relationship with supervisor took over. The result--problems. Anger, conflicts, manipulation, low productivity, theft, "getting back", time theft, and violence in the workplace. Do you realize that a lack of performance evaluation process can lead to death. Don't think so? Absolutely it can in the right circumstances, a dysfunctional relationship with the supervisor can lead to conflicts, unfair treatment, personality clashes, and homicide. I will be talking with you about a marvelous performance evaluation system soon, the one I designed for Arlington County Public School System Trades Department. It's easy, collaborative (key concept), fun, workable, scalable, and no surprises ever pop up on the employees review day. Training supervisors in performance evaluation is easy, and I will show you how to do it.
Tuesday, August 13, 2013
When it comes to training managers and training supervisors, these folks need a “pitch” they can use when addressing the issue of bullying in the workplace (get a handout). Here’s one to consider: "Hey folks, if you work in an environment where people belittle each other, it’s easy to fall in with the crowd and sink to their level. The “go along syndrome” can happen to any employee--this is the “by-stander” effect. But it’s better to stand out by demonstrating civility. Bullying thrives in workplaces where a few strong, negative personalities dominate. Otherwise reasonable people may keep quiet, adopting a “don’t make waves” mentality. Tolerating—and even quietly encouraging—such behavior may seem like the most painless way to get through your workday. But eventually you’ll be on the receiving end of such ridicule and then it won’t seem quite as harmless. Fight bullying by speaking in positive, non-threatening terms. Avoid profanity at all times. And stick up for co-workers under attack. If all this proves hard, think of the Golden Rule. Treat people the way you’d like to be treated and you will blaze path for others to follow.
Wednesday, August 7, 2013
Supervisor skills include understanding performance reviews and performance evaluations. If you have been ignoring performance evaluations year to year and your organization does not have a procedure for conducting performance evaluations of employees and making sure they happen, you risk a host of major problems beyond a irritated employee who may complain quietly to friends that they haven had a performance evaluation in years. Here's the point: If you do not conduct performance evaluations, you have only one thing to control the productivity of the worker -- your relationship. This model is fraught with issues and problems, and it can lead to conduct that can even culminate in workplace violence or homicide at work. Don't snicker. It's time to get supervisors evaluating performance again. Stay tuned for a complete course for $695 that you can upload to your internal website or show in a powerpoint presentation, and you'll train supervisors in 20 minutes. Back in a few days.
Sunday, August 4, 2013
Important supervisory skills training include knowing how to use your company's employee assistance program to tackle job performance problems of employees you supervise. You may at one time in the past had a traditional and much more effective employee assistance program, but your company may have been suckered into giving it up in favor of an 800# associated with the managed care company. These programs are mostly...hmmm...best word is "terrible" for helping troubled employees. Managed care companies do a lousy job of educating supervisors about these employee assistance programs and how they can, should be, and always were supposed to be used as management tools to help you correct the job performance, attendance, and conduct issues troubled employees you supervise. There in a nutshell lies the risk. You can still save a life if you know about that little phone number found on the back of your insurance card that tells you to call "this number" for mental health and substance abuse treatment benefits. This is where you EAP may lie. When you have a troubled employee whose performance is not turning around, sit down, have a corrective interview and if you have reached your wits end ready to fire and terminate--hold off and do this as a last resort: "Tell the employee, what job action you are initiating and there is only one way to prevent it, and that is if the employee thinks he or she has a personal problem contributing to the job performance issues and is willing to phone the EAP (phone number on back of insurance card will lead you to it) and follow through with its recommendations and sign a release so you can verify attendance. Say you are willing to accommodate the employees in this regard, otherwise you will initiate the job action now." Nearly all employees will accept the offer of help, and if a release is signed (part of the bargain) and that communication flows to you about the participation (no personal information), then your employee stands a good chance of getting well. Supervisor training and supervisor skills like these can save lives. This is called "Performance-based Intervention". Follow up is key. We teach these skills in Supervisor Tips and Skills Newsletter. Get a free copy.