Documentation of Performance: Think "Who", What", "When", "How"

Have you written documentation that looks like this and have it tossed in the trash?" "The employee ignores me and does not respect me as a supervisor." Whether you realize it or not, documentation is useless for its intended purpose. Most people who read your documentation would know you're frustrated, but would have to ask questions to understand what you are referring to with this employee. There's your clue! The need to ask "how," "what," or "when" points to the limitations of your documentation.  To make it more useful, think in terms of your five senses.  In this case, what do you see or hear that demonstrates disrespect?  Phrases like "does not respect" and "ignore" describe behaviors you've witnessed, so these should be included in your documentation.  More effective documentation might read: "The employee demonstrates disrespect by gesturing with her hand that she will not listen to what I am saying, and she turns and walks away when I am speaking to her."

Anger Management Ideas for Supervisors

So you blow up at your employees a lot, hmm. You're easily irritated, and they are calling you a mountain troll. Need a cure? You're first step is to admit you need help. After that, your next step is to ask if you are alcoholic. Don't look so shocked. Alcoholism is highly augmenting--no, not when you are drinking. I mean when you are in withdrawal. If you meet the criteria for the diagnosis of alcoholism, start there. Get treatment, recover, become sober..and then come back here......So admitting there is a problem means that you half way home. Anger is a powerful emotion that often requires more than a simple decision to manage it.  A programmatic approach is sometimes needed to make a permanent change.  One well-known technique for managing anger requires, first, that you keep a journal and make a notation immediately after an anger incident by recording the first symptom of anger experienced.  Second, write down exactly what triggered the anger.  Third, record how you responded.  Fourth, identify what you did well in the anger management situation, and fifth, make a notation about what you can do differently the next time a similar incident occurs.  Its likely that youll see noticeable changes in the way you manage anger after approximately seven to eight journal entries.  Remember you may have to get counseling for this problem, but don't panic it should only be short term--a few sessions or so. The above plan however will give almost all people some results right away. Subscribe to Supervisor Tips

Addicts Can Hold Their "Breath" for Only So Long

Employees with addiction problems are well-practiced at explaining job performance shortcomings and will usually increase the quality of their performance after a period of absenteeism or some negative experience on the job. This includes you confronting them about their behavior, conduct, attendance, or quality of work issues. This is not manipulation. Instead, you're seeing short-term willpower in effect. It won't last. What's happening? Your employee has acquired a temporary sense of urgency strong enough to place brief controls on the frequency and amount of consumption of alcohol. Improved behavior is the result. Note: Never assume that a pattern of behavior represents a certain diagnosis like addiction. It is extremely difficult to diagnose a medical condition by looking at just behaviors and patterns. Employees with schizophrenia, schizo-affective disorders, delusional disorders, etc. can act in odd ways causing you to think they have drug or alcohol problems, or that they are under the influence of a psychoactive drug. Just focus on performance and good documentation. Then team with your HR department to decide on your next move.

How Long Must You Wait to See Improvement?

How long should you wait for an employee to turn around and begin to show solid gains in improved performance after you've held a corrective interview? This is a tough question, but the answer is crucial because you can save a life, possibly, if you act with a cool head. A life!? Yes. Some employees have personal problems and they refuse to get help for them. But once you are "tired" of the problems, you become a runaway train for leveraging an employees into treatment, who will turn around. Although many supervisors would report knowing exactly how they would handle such a scenario--fire the bump-- in practice most supervisors deliberate too long and feel ambivalent. They stall. Such a decision may require making a judgment that weighs the urgency needed for change, the expectations of management, or the attitude demonstrated by your employee toward resolving his or problems affecting performance. Although waiting longer sends an unintended message of indifference, and enables your employee to grow worse, it is likely that a personal problem remains untreated and resolved if you are still seeing performance related issues. Be careful of your emotional reaction to your employee so you can effectively decide  what to do. Want some fun? Tell the employee: "My decision is to fire you today, right now, at this hour, and you can pick up your check at the front desk when you leave. However, would you like to hear my proposal in lieu of this decision?" There is no employee you have ever met in your career who will not say, "What?" as their next utterance to this question.. After the employee says "What?", say this: I am willing to hold this decision in abeyance under several conditions: 1) That you go to a professional counselor who can do an assessment. (Tip: Get an employee assistance professional to assist you. If you do not have an EAP, hire a professional t do an assessment via the list of experts available from the EAP Association). The assessment must include verification of attendance and follow through with recommendations. The counselor must phone me to verify. You must maintain a signed consent for the release of confidential information so the professional can contact me and maintain in contact with me for the purposes just stated. I don't require any other information." This employee is getting help, and you have salvaged your employees, possibly your best worker.

Use Performance Reviews to Grow Employee Motivation

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.

Too Much Trepidation with Taking Disciplinary Actions?

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?

The One Minute Intervention to Help Your Troubled Employee

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.