What are the Current Trends in Employee Management Relations?

One of our key goals is to share information to assist you in making quality business decisions by providing current information on what is happening in the work environment.  Sharing how progressive companies deal with their challenges will hopefully offer you solutions for the future.

The Human Resource profession is now driven by metrics.  Using metrics provides the professional with an excellent barometer of how satisfied and engaged employees are in the success of the business.   When metrics are utilized and historical HR patterns are revealed executive management can better respond to the challenges that front-line managers are experiencing on the job.  Executive management can then hopefully create an environment where managers develop into leaders and function as change agents for our organizations.  A key goal for Human Resources is to ensure that managers are meeting the needs of their subordinates and lead their departments.  Managers need to be coaches, conduct quality performance reviews that challenge, ensure that a creative and innovative work environment is maintained, hold people accountable and communicate the goals of the organization by sharing the strategy for the future.  These are just a few of the duties and responsibilities of a high-performing manager.  However, how do we measure their successes and challenges?  One of the tools used to evaluate manager performance and effectiveness on the job is the employee survey. 

Based upon our survey data areas of employee satisfaction with management are varied; however, several common positive themes surfaced when examining the data.  In general, employees are satisfied with their jobs.  They understand and appreciate that management is operating the business efficiently, the respondents are treated with respect and their manager is generally a good coach.  The respondents also believe that the work environment is safe.  With respect to the statements focusing on employee management relations, the respondents gave this area a satisfaction rating of 3.91 (out of a 5-point scale) and this indicates high levels of satisfaction.  The great majority of employees believe that their manager will listen to their point of view and assist them in growing professionally.   In addition, the survey results indicate that management treats and respects all individuals. The statement, "My manager treats people the same regardless of race, gender, age, ethnicity or other differences" was given a satisfaction rating of 4.18 or high levels of satisfaction.  Even under the current political environment the client data suggests that diversity is encouraged and has become a part of the corporate culture.  Potential areas for development are reducing favoritism, enhancing management's responsiveness, improving communication, and providing more updates on the organization's challenges and achievements.   The respondents would also like to learn more about the business strategy and how management plans to expand the business.

To learn more about our employee engagement findings, with respect to progressive employee management relations please contact our firm to assist you in determining your survey needs.

Why does Every Day Need to be a Performance Review for Your Direct Reports?

As managers of the HR function many of us know that it is difficult to have performance management conversations with employees that are struggling in their job.  We want everyone to be successful and will often do everything we can to coach and mentor employees.  These difficult performance conversations are a key responsibility and role Human Resources plays to support management and improve company productivity and performance.  Outlined below are four steps that the HR leader needs to take to support the corporate team and also function as a resource for the organization.

#1 Create Reasonable and Goal Oriented Objectives

Businesses are results driven and when we have a performance management discussion with an employee it is important to refer to the job description and goals and objectives that were achieved at the beginning of the performance process.  The job description should be detailed and the goals should be reasonable, attainable and agreed upon by all parties.  The purpose of documenting at the beginning of the process is that helps keep both you and your employee focused on the right path. The more detailed and specific the job description and the goals and objectives the better the chance of all parties achieving the desired results.

#2 Performance Conversation and Discussion

It is important to remember that this is a conversation between you and your colleague.  It is not a lecture. The performance discussion is designed to gather information and give advice. Listen to your employees, analyze their responses, refer to the job description, agree upon goals and objectives and discuss performance deficiencies.  Always maintain a professional and business-oriented discussion.  If you want to make sure that you are crafting a positive conversation, then as a manager you need to become aware of your communication style vis-à-vis your employees.  It is important to modify your style to accommodate the setting and purpose of the discussion and be an active listener.  You also need to take notes and attempt to come to a joint understanding of those areas where improvement is desired.

#3 Coaching and Training                                    

One of the key elements in a performance discussion is the belief that the employee is receiving accurate information in a supportive environment. Managers need to make the most of whatever opportunities they have to increase their direct reports' trust at all levels and look for ways to support the struggling staff member. One of the best ways to improve performance is to increase the trust between you and your subordinate.  It is critical to coach the employee, be consistent and look for ways for the employee to be successful.  Occasionally, managers will offer additional training and provide training to improve sub-standard performance.  While additional training is very important there is only one tool in a manager’s took kit.  Additional support includes meeting more often to provide immediate feedback with the employee as well as using a problem-solving approach as the method to address performance issues.  As a manager and HR professional the idea that every day is a performance review should be the approach utilized.

#4 Agree Upon the Strategy

Because people have different development needs at different stages, managers are advised to discuss the performance plan and agree to the next steps for the future.  The performance plan is not designed as a way to manage a struggling performer out of the organization but rather to give them the tools to ensure their success.  As a manager, and HR leader it is important to be a good listener, be candid and honest and document the agreed upon strategy.

Finally, remember that you cannot “save” everyone. No matter what you do, there are those staff members that do have the skills or knowledge to be successful.  What you can do is give them the tools and time to be successful.  Ultimately, it is up the employee to rise to the occasion.