10.04.06
Posted in Uncategorized at 7:17 pm by Diana Heeb Bivona
A recent survey by staffing and outsourcing consultant Hudson illuminates two very different viewpoints when it comes to how employees view their managers. The survey of 1,854 workers found that 67% of employees say they work for a good boss. The rest say their bosses could stand to improve, with 10% calling their bosses lousy leaders. The managers saw things in a slightly different light. Approximately 92% of bosses interviewed ranked themselves as good or excellent when it comes to managing people.
Maybe American novelist Jessamyn West was right when she said “We want the facts to fit the preconceptions. When they don’t, it is easier to ignore the facts than to change the preconceptions.” It sounds like there are quite a few managers who are refusing to accept the idea that they may not be doing as great a job as they think.
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10.02.06
Posted in Human Resources/Staffing, Uncategorized at 6:55 pm by Diana Heeb Bivona
With the time and money it takes to fire and rehire new employees, the idea of helping a less than motivated worker morph into an “acceptable” employee moves to being an almost worthwhile endeavor. However, it does require additional work on your part, and sometimes the best way to avoid having to deal with an employee exhibiting poor performance is to prevent it in the first place.
While you will probably feel frustrated by a poor performing employee, it’s important that you deal with the situation in an unbiased, fair and consistent manner as possible. Always investigate the underlying factors for the problem or behavior. Good managers constantly assess risk and identify and address potential failures early.
Ask yourself if you have:
- established clearly achievable and definable goals for your employee?
- kept the lines of communication open and set short term-milestones to monitor their progress?
- Scheduled regular reviews and encouraged employees to monitor their own performance and asked for feedback on their progress?
Finally, in some situations, poor performance may be a perceived rather than a real problem. Investigating the situation thoroughly and providing direction which may not have existed before, allows you to make informed and impartial decisions as to the future of that under-achieving employee.
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