"I don't get it! If I tell an employee how well he did a certain work task, did I not just praise the employee?" No, what you did was praise the work done by the employee.
"What's the difference?"
When you praise an employee and not the work you are communicating to the employee that you value him or her as a person, instead of saying that you value a particular skill he or she possesses or the amount of hard work it took to get a certain job done. For example, Debbie is a salesperson who just signed up a new customer for your company. Now you have a choice, you can either tell Debbie that she is a great and terrific person, or you can tell Debbie that you appreciate all the hard work she did in order to sign-up the new customer.
"I still don't get it!"
When you praise Debbie as a person, you tell Debbie that she is a great person in all aspects of her work. She is great in sales, she is great at how she gets along with coworkers, and she is great in how she completes all the detailed paperwork that you require etc...etc... However, when you praise the work Debbie just did to secure a new customer, you praise Debbie on only one of her job duties, i.e., sales.
"Okay, I get the difference, but what's the big deal?"
A supervisor's job duties include being able to motivate and discipline employees. Overall, it is much easier to motivate an employee than to successfully discipline an employee. For instance, lets go back to the example of Debbie. In reality Debbie is really a mediocre salesperson who not only has poor sales numbers each month, but also comes to work late and tends to take long lunch breaks. Debbie's coworkers constantly complain about her lateness and are starting to wonder if you are favoring her over them. You see potential in Debbie to become a successful salesperson, but you know that unless she disciplines herself more she will only become a company liability.
What do you think will be easier? To talk with Debbie about her performance problems after you just indicated that she is a great and terrific person or after you just praised her work in obtaining a new customer. Not sure? Let's review the two options you could take with Debbie.
Option #1
As Debbie's supervisor, you told Debbie that she was a great and terrific person on Monday, and on Thursday you tell her that she must start to take shorter lunch breaks and come to work on time. Now what do you think Debbie's reaction will be? Most likely she will be completely dismayed and confounded about why you told her on Monday that she was terrific, and in a matter of few days, she is now a terrible person for coming to work late and taking too long at lunch. "Don't great and terrific employees get a few perks," says Debbie? Debbie is also likely to think that you are just another crazy boss from hell. After your unsuccessful discussion with Debbie, she becomes unmotivated, does not bring in another new customer for weeks, and calls in sick three days in a row. Eventually, she takes a job with another company after she has used up all her sick leave and vacation time.
Option #2
As Debbie's supervisor, you told Debbie on Monday that you saw how her persistence and sales skills successfully created a new customer for the company. On Thursday, you tell Debbie that even though she demonstrated high quality skills on Monday, she still has much to learn about how to use those skills consistently to bring up her sales numbers. You inform her that on Monday you saw the salesperson that she has the potential to become. Next, you tell Debbie that in order for her to develop her potential, she will need to make it to work on time and also to take the same amount of time on her lunch breaks as her coworkers. You tell Debbie that a successful employee not only has good sales numbers, but a successful employee is also a good team player. Lastly, you indicate that you are only giving a verbal warning at this time, and hope that she can use the same skills that allowed her to bring in a new customer account, to help herself come to work and return from lunch on time. Debbie accepts your statements and decides that she will work harder to come to work on time, take shorter lunch breaks, and improve her sales numbers.
In sum, it is best to praise an employee for either their hard work or a particular skill that led to a successful work outcome. Praising the employee for hard work or a particular skill, allows you to later discipline or point out areas of needed improvement without having the employee think you dislike them, as happens when you praise the person.
Happy Working,
Gary Vikesland, MA LP CEAP
Employer-Employee.com
Showing posts with label employees. Show all posts
Showing posts with label employees. Show all posts
Monday, August 6, 2007
Wednesday, July 25, 2007
Retaining Employees
By Jeff Cornwall
Several recent surveys of small business owners have found that finding qualified workers is one of the top challenges facing entrepreneurs. In times of growth, employee recruitment becomes even more of a concern. We are not just trying to fill new positions, but also replace openings created by employee turnover. Although it is usually easier and almost always less expensive to retain an existing employee rather than find a replacement, we often fail to take necessary steps to reduce employee turnover.
There are several steps that can be taken to do a better job of meeting employee needs and reducing employee turnover:
Opportunity to advance as company grows. Growing companies can offer ample opportunities to promote existing employees. Make sure to not just offer the opportunity, but the training and development to make such advancement possible.
Positive work environment. The positive culture of a small business is what draws many employees to work for you in the beginning. The stresses of growth can often change this part of the culture of a business. Take steps to maintain the culture you intended to create in the early days of the business.
Achievement and personal satisfaction. Although these are intrinsic factors, they are related to how we design jobs. Keep these things in mind as jobs evolve as your business grows.
Rewards. Although money is important, it is not the only reward we have to offer. Recognition, status, respect, inclusion, and so forth, are all important rewards to most employees.
Community. Many small businesses have a sense of "family" about them. Don't underestimate the power of these bonds to retain employees.
Clear vision that is openly shared. Keep employees informed of where you are headed, and remind them often. The chaos of growth can become overwhelming. Vision can help calm these feelings and help get everyone focused on the tasks at hand. I spent much of my time during our rapid growth traveling throughout our various locations communicating to our staff about our vision and why we needed to grow.
Security of place in firm as it grows. Many employees leave because they are worried they will not fit in as the business expands. Provide career plans for each employee to help them understand their place in the firm.
Opportunity for balance in their lives. Although growth may create the need for long hours from every employee from time to time, be sensitive to the strains this can create in employees home lives. Don't take advantage of employees' willingness to pitch in during busy times by making it a standard expectation of their jobs all the time.
Jeffrey Cornwall is the Director of Belmont University
Several recent surveys of small business owners have found that finding qualified workers is one of the top challenges facing entrepreneurs. In times of growth, employee recruitment becomes even more of a concern. We are not just trying to fill new positions, but also replace openings created by employee turnover. Although it is usually easier and almost always less expensive to retain an existing employee rather than find a replacement, we often fail to take necessary steps to reduce employee turnover.
There are several steps that can be taken to do a better job of meeting employee needs and reducing employee turnover:
Opportunity to advance as company grows. Growing companies can offer ample opportunities to promote existing employees. Make sure to not just offer the opportunity, but the training and development to make such advancement possible.
Positive work environment. The positive culture of a small business is what draws many employees to work for you in the beginning. The stresses of growth can often change this part of the culture of a business. Take steps to maintain the culture you intended to create in the early days of the business.
Achievement and personal satisfaction. Although these are intrinsic factors, they are related to how we design jobs. Keep these things in mind as jobs evolve as your business grows.
Rewards. Although money is important, it is not the only reward we have to offer. Recognition, status, respect, inclusion, and so forth, are all important rewards to most employees.
Community. Many small businesses have a sense of "family" about them. Don't underestimate the power of these bonds to retain employees.
Clear vision that is openly shared. Keep employees informed of where you are headed, and remind them often. The chaos of growth can become overwhelming. Vision can help calm these feelings and help get everyone focused on the tasks at hand. I spent much of my time during our rapid growth traveling throughout our various locations communicating to our staff about our vision and why we needed to grow.
Security of place in firm as it grows. Many employees leave because they are worried they will not fit in as the business expands. Provide career plans for each employee to help them understand their place in the firm.
Opportunity for balance in their lives. Although growth may create the need for long hours from every employee from time to time, be sensitive to the strains this can create in employees home lives. Don't take advantage of employees' willingness to pitch in during busy times by making it a standard expectation of their jobs all the time.
Jeffrey Cornwall is the Director of Belmont University
Effective Hiring Techniques
It is always easy to make the silliest of mistakes while hiring employees. Several managers make silly hiring mistakes all the time without even realizing it. Sometimes the consequences of poor hiring decisions are not seen for a long time, while in other cases, bad hiring can have catastrophic effect on the organization.
How do you hire right? When you receive an overwhelming response to a job application, it is difficult to sieve the good from the bad applicant. There are many ways to refine your employee search. Let's talk about effective hiring techniques. As there are several hiring techniques available, you have to find what best suits your organizational and personal needs. The trick is in finding innovative ways to make your hiring techniques scrutinize the personal profile of your candidates.
Organizations who follow good HR practices should never hire at the eleventh hour. Deadlines and time crunches invariably find a way to seep into the decision making process of recruitment. Hiring should be an ongoing process, where talent is brought in early into the organization and developed for future business prospects. However, if situations present unforeseen business challenges that require quick hiring, then it is safer to hire ex employees with a proven track record. Why? Ex employees have a comfort equation with the organization and the learning process is not prolonged nor resource intensive. Employees who return to the organization (after a failed adventure) have greater loyalty and realistic expectations from the organization.
Screen employees judiciously. When scrutinizing bundles of job applications, make sure that you don't reject indiscriminately. Hold on to applications that may or may not match your expectation levels. Reject only if they fall short of minimum standards set by the organization. Sort the application forms in the priority order, so that you know which ones to interview first.
Resumes can be very misleading or very informative depending on how you choose to read it. Many times, employers are bedazzled by the gamut of activities undertaken by the job applicant. But a shrewd employer would always try to read the fine print in between the lines. If you want to know your employee's personality, take a closer look at his past records. Find out more about his interpersonal relations, his social status, his relations with family and friends. You will get a lot of hints about his personality from these relations. His past helps you forecast his future with the organization.
Many HR executives tell me that it is tough to crack a person during an interview. Applicants go through in-depth interview preparation. Their answers are so convincing and endearing that it is tough to see through their con-job.
My take on interviews is that an interview is the platform where both parties put their best foot forward. If the interviewee has done a thorough job of preparing for an interview, that is good. It means that he takes his job seriously. A person who cannot package himself well when he is selling his skills is not worth the job.
However, if an interviewer is unable to penetrate through the exterior, then the interviewer has not done his job well. Effective interviews can bring out every hidden trait of employees that influences the employment decision. Remember, that an interviewee can outguess most of the questions you can ask. The trick is to ask unexpected types of questions that throw the applicant off guard. In fact, the less predictable you make the interview format; the more likely you are to truly understand your interviewee.
Observe every verbal and non verbal signs that the interviewee communicates. Sometimes an applicant gives a lot away with small gestures that speak volumes about his persona. Notice his shoes, his bag, his personal etiquettes and manners. If possible, escort him to the door or to his car. A lot can be revealed even at the exit stage. For instance, an ink blotch on a part of his sleeve can tell you a different tale than his crisply ironed shirt. When you escort your applicant to the door or out of the premises, many times the applicant puts his guard down and eases off to speak unhindered. This information may be more meaningful than the one you received in the last hour.
Finally, make a serious reference check. Find out from past employers or referrers specific information about the applicant. While most references may turn out to be neutral or nonchalant, you may be able to learn a few more things about your employee that can influence your decision.
Hiring techniques don't come from a book of recruitment rules. Each technique is evolved and improved by using trial and error methods. Each company uses hiring techniques that serve best to their individual needs. You have to customize your hiring techniques to suit your organizational demands. With a continual process improvement, you will have a bunch of effective hiring techniques that works best within your organization.
How do you hire right? When you receive an overwhelming response to a job application, it is difficult to sieve the good from the bad applicant. There are many ways to refine your employee search. Let's talk about effective hiring techniques. As there are several hiring techniques available, you have to find what best suits your organizational and personal needs. The trick is in finding innovative ways to make your hiring techniques scrutinize the personal profile of your candidates.
Organizations who follow good HR practices should never hire at the eleventh hour. Deadlines and time crunches invariably find a way to seep into the decision making process of recruitment. Hiring should be an ongoing process, where talent is brought in early into the organization and developed for future business prospects. However, if situations present unforeseen business challenges that require quick hiring, then it is safer to hire ex employees with a proven track record. Why? Ex employees have a comfort equation with the organization and the learning process is not prolonged nor resource intensive. Employees who return to the organization (after a failed adventure) have greater loyalty and realistic expectations from the organization.
Screen employees judiciously. When scrutinizing bundles of job applications, make sure that you don't reject indiscriminately. Hold on to applications that may or may not match your expectation levels. Reject only if they fall short of minimum standards set by the organization. Sort the application forms in the priority order, so that you know which ones to interview first.
Resumes can be very misleading or very informative depending on how you choose to read it. Many times, employers are bedazzled by the gamut of activities undertaken by the job applicant. But a shrewd employer would always try to read the fine print in between the lines. If you want to know your employee's personality, take a closer look at his past records. Find out more about his interpersonal relations, his social status, his relations with family and friends. You will get a lot of hints about his personality from these relations. His past helps you forecast his future with the organization.
Many HR executives tell me that it is tough to crack a person during an interview. Applicants go through in-depth interview preparation. Their answers are so convincing and endearing that it is tough to see through their con-job.
My take on interviews is that an interview is the platform where both parties put their best foot forward. If the interviewee has done a thorough job of preparing for an interview, that is good. It means that he takes his job seriously. A person who cannot package himself well when he is selling his skills is not worth the job.
However, if an interviewer is unable to penetrate through the exterior, then the interviewer has not done his job well. Effective interviews can bring out every hidden trait of employees that influences the employment decision. Remember, that an interviewee can outguess most of the questions you can ask. The trick is to ask unexpected types of questions that throw the applicant off guard. In fact, the less predictable you make the interview format; the more likely you are to truly understand your interviewee.
Observe every verbal and non verbal signs that the interviewee communicates. Sometimes an applicant gives a lot away with small gestures that speak volumes about his persona. Notice his shoes, his bag, his personal etiquettes and manners. If possible, escort him to the door or to his car. A lot can be revealed even at the exit stage. For instance, an ink blotch on a part of his sleeve can tell you a different tale than his crisply ironed shirt. When you escort your applicant to the door or out of the premises, many times the applicant puts his guard down and eases off to speak unhindered. This information may be more meaningful than the one you received in the last hour.
Finally, make a serious reference check. Find out from past employers or referrers specific information about the applicant. While most references may turn out to be neutral or nonchalant, you may be able to learn a few more things about your employee that can influence your decision.
Hiring techniques don't come from a book of recruitment rules. Each technique is evolved and improved by using trial and error methods. Each company uses hiring techniques that serve best to their individual needs. You have to customize your hiring techniques to suit your organizational demands. With a continual process improvement, you will have a bunch of effective hiring techniques that works best within your organization.
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