by: Bill Roche
Do you know exactly how your employees feel when Monday morning approaches?
Are they eager to get back to a satisfying workplace and to perform important tasks?
Or, do they sit home Sunday night dreading another week of unimportant work performed for an ogre of a boss?
The truth is probably somewhere in between; but without actual knowledge of the facts, it’s hard to improve anything.
The ideal workplace provides employees with empowerment and direction when needed, but shies away from unnecessary micro-management. Employees feel they are contributing to meaningful goals in a significant way. The ideal workplace offers compensation and benefits that meet the needs of employees and cause them to remain loyal to an organization for the long term.
If you don't know where your employees’ morale level stands, you can't make life better or productivity higher. Better morale means greater productivity which translates into an improved bottom line. Unhappy employees miss more work and produce inferior work.
By measuring your employee morale level through an Employee Satisfaction Survey, you can learn how your employees feel – provided your employees believe that their honest input will result in appropriate change where needed. The danger of conducting Employee Satisfaction Surveys, of course, is that if you do not allow change where change is needed, you may well cause employee morale to drop even lower.
Suppose, for instance, that one result of a survey is that your employees feel your management style inhibits effective production of quality work. Would you be willing to alter your management style and more productively empower employees?
If you’re not willing to change, you will likely be wasting time and money by performing surveys. If you’re willing to keep an open mind, surveys can lead your organization to greater heights and result in decisive morale increases.
Some questions that can reveal a great deal about employee satisfaction include:
(1) Do you feel that management listens to your ideas on how to best accomplish tasks?
(2) Is there a recognizable tie between how well you perform your job and your monetary compensation?
(3) Do you often feel you could do a better job if management would only get out of the way?
(4) Do you feel, once assigned a task, that you are empowered to perform that task?
(5) Do you feel that innovative thinking or "outside the box" thinking is encouraged and rewarded?
(6) Are there enough recognition programs for recognizing outstanding accomplishments on the part of employees?
An effective Employee Satisfaction Survey should not be too lengthy; 20 to 40 questions ought to reveal what you need to know about your employees. Whether you select yes/no questions or choose a 1 to 5 scale (where 5 means complete agreement and 1 means complete disagreement with a survey statement), you should, upon survey completion, compile the results using a database that will let you to analyze the results and convert them into bar charts or other graphics which make them easier to understand.
Once you’ve analyzed the survey results, feedback to the employees is crucial. Otherwise, they will likely conclude that what they have to say doesn't matter, resulting in an additional hit to morale.
Hopefully, some of your survey results will indicate areas of high employee morale. Those areas are not likely to need significant attention. The areas where employee morale gets low scores offer the greatest potential for improvement. Develop an action plan and implement that plan with full knowledge of employees. Better yet, involve employees directly. Employee involvement in the development of the action plan and its implementation can lead to positive outcomes and creative solutions to identified challenges.
Most importantly, be aware that you can only fix what you know is broken. Once you’ve identified areas of low employee morale, you can zero in on those weak spots and achieve measurable increases in employee morale, productivity, attendance and loyalty on the part of your employees.
Showing posts with label Career. Show all posts
Showing posts with label Career. Show all posts
Sunday, June 3, 2007
Doing the Right Thing Even When Her Job Was At Stake
by: Joe DiSabatino
Here’s a true story I’d like to share about doing the right thing—even when her job was at stake. Her name is M. and she is an attorney who manages the legal department of an insurance company. As my coaching client I supported her through a really challenging ethical dilemma with her boss. She had finished giving her annual performance evaluations to her small team, two of whom received the highest marks. Their annual salary increments were based on these ratings.
M’s boss meanwhile was on a new track regarding performance evaluations. He felt that the trend in recent years was to for managers to be too generous. He wanted stricter accountability in certain areas and this meant lower ratings in general.
So he called her into his office one day and told her that he disagreed with one of the two highest ratings she had given. He wanted her to lower her evaluation for this individual.
M. genuinely respected her boss but felt that he was mistaken in this case. She really believed that the person to whom she had given the excellent rating deserved it. She thought it would be unfair and potentially very damaging to his morale and commitment to the job if his evaluation was lowered. So what to do?
M. had impressed me from the beginning of our coaching engagement with her deep connection to her spiritual values and how she tried to use them as guides in her work. She was nearing retirement age and was working on a Master’s degree in pastoral counseling, something she looked forward to doing at her church when her lawyer-ing days were over.
So after informing her boss that she didn’t want to change the evaluation rating of her direct report and why, he continued to pressure her to do just that. They had several conversations that didn’t create a win-win resolution.
We discussed her feelings, thoughts and options in a couple of coaching sessions. M. felt very strongly about her position and even concluded that, if push came to shove, she was willing to risk her job rather than back down on the issue. In fact, during one of our sessions, she was convinced her boss would fire her.
Fortunately for her, she was in a financial position where she could take an early retirement.
Would she have taken the same strong position on her value of fairness and honesty if she was at an earlier stage of her career? What if she had a young family to support—how would that have affected her willingness to compromise with her boss? Let’s face it, circumstances do play a role in how far we are willing to go to do the right thing. I guess everyone’s conscience operates differently, so there really isn’t any one “right” moral course of action in so many of the situations we face. We take everything into account—our values, our feelings, our needs, the needs of others who rely on us –and then we make the best ethical or moral decision we can. And that’s not always easy!
In a coaching session, we worked through the steps listed in the “Tips” section below. M. decided to stick to her guns and to let the chips fall where they may. Doing so had an interesting effect on her boss. He stopped trying to persuade her to lower the evaluation. Instead, he took full responsibility for his decision by lowering the evaluation himself and telling the employee that it was his decision. He prepared M. for what he was going to do and she had time to think it over before the three of them met together. She decided that, even though she disagreed with what he was doing, she could live with it as long as the employee knew where she stood.
During the meeting her boss took the high road and made it completely clear that the lowering of the evaluation was totally his choice and he gave M. the opportunity to state her position. The consequence of this was that her relationship with the employee remained solid and M. felt good about herself for taking a stand on one of her core values. Her respect for her boss increased because of the way he handled the situation in the end. The employee wasn’t happy, but his feelings were balanced out some by the show of integrity from both superiors, she found out later.
Notice how M.’s taking the moral high road influenced both her boss and her direct report to do the same. Instead of initiating a nasty grievance process or resigning, her employee dealt with his setback in-house rather than going outside for help or leaving.
This story strongly illustrates the ripple effect of putting trust and integrity principles into practice at a high level. When one person does this, it seems to turn on a light for others, and that’s really beautiful to behold. It’s so easy to take our cues from others, after all we’re social animals. But then someone comes along who takes their cues from somewhere else, from a place deep inside and we call that special place by so many different names. So when a courageous person does this, then we are all reminded that we have that place inside too, and we start to dare to live from there once again. I want to encourage you to be that courageous person.
If you are struggling with an ethical dilemma at work, and aren’t sure how to move forward, email or call me, and I’ll be glad to discuss the situation with you.
Tips for Doing the Right Thing When Facing a Tough Ethical Choice:
* Take your time. Before making a tough ethical decision at work, take the time to identify the core value you feel is in danger of being compromised in the situation.
* What are your needs? Once you identify your core value at play, clarify your needs in the situation. For instance, M. needed to act with fairness and honesty, to maintain her direct report’s high morale and commitment, and to continue her good working relationship with him.
* Look for the third alternative. What are your options for getting these needs met? This can be tricky, because if strong emotions come into play, which they often do, it’s human nature to narrow down our options to one or two courses of action, usually the ones at either extreme such as giving in or getting out. There may be a third alternative you just can’t see yet for meeting your integrity needs. In M’s case, the third alternative presented itself after she drew her line in the sand. I’ve seen that happen a lot. When you take a strong stand, the other person stops trying to change your thinking and changes their own instead.
* Wait and see. Sometimes, if possible, doing nothing is the best response to pressure to do something that feels unethical or against your conscience. The person applying the pressure just stops after a while, often because they regained their emotional balance.
Here’s a true story I’d like to share about doing the right thing—even when her job was at stake. Her name is M. and she is an attorney who manages the legal department of an insurance company. As my coaching client I supported her through a really challenging ethical dilemma with her boss. She had finished giving her annual performance evaluations to her small team, two of whom received the highest marks. Their annual salary increments were based on these ratings.
M’s boss meanwhile was on a new track regarding performance evaluations. He felt that the trend in recent years was to for managers to be too generous. He wanted stricter accountability in certain areas and this meant lower ratings in general.
So he called her into his office one day and told her that he disagreed with one of the two highest ratings she had given. He wanted her to lower her evaluation for this individual.
M. genuinely respected her boss but felt that he was mistaken in this case. She really believed that the person to whom she had given the excellent rating deserved it. She thought it would be unfair and potentially very damaging to his morale and commitment to the job if his evaluation was lowered. So what to do?
M. had impressed me from the beginning of our coaching engagement with her deep connection to her spiritual values and how she tried to use them as guides in her work. She was nearing retirement age and was working on a Master’s degree in pastoral counseling, something she looked forward to doing at her church when her lawyer-ing days were over.
So after informing her boss that she didn’t want to change the evaluation rating of her direct report and why, he continued to pressure her to do just that. They had several conversations that didn’t create a win-win resolution.
We discussed her feelings, thoughts and options in a couple of coaching sessions. M. felt very strongly about her position and even concluded that, if push came to shove, she was willing to risk her job rather than back down on the issue. In fact, during one of our sessions, she was convinced her boss would fire her.
Fortunately for her, she was in a financial position where she could take an early retirement.
Would she have taken the same strong position on her value of fairness and honesty if she was at an earlier stage of her career? What if she had a young family to support—how would that have affected her willingness to compromise with her boss? Let’s face it, circumstances do play a role in how far we are willing to go to do the right thing. I guess everyone’s conscience operates differently, so there really isn’t any one “right” moral course of action in so many of the situations we face. We take everything into account—our values, our feelings, our needs, the needs of others who rely on us –and then we make the best ethical or moral decision we can. And that’s not always easy!
In a coaching session, we worked through the steps listed in the “Tips” section below. M. decided to stick to her guns and to let the chips fall where they may. Doing so had an interesting effect on her boss. He stopped trying to persuade her to lower the evaluation. Instead, he took full responsibility for his decision by lowering the evaluation himself and telling the employee that it was his decision. He prepared M. for what he was going to do and she had time to think it over before the three of them met together. She decided that, even though she disagreed with what he was doing, she could live with it as long as the employee knew where she stood.
During the meeting her boss took the high road and made it completely clear that the lowering of the evaluation was totally his choice and he gave M. the opportunity to state her position. The consequence of this was that her relationship with the employee remained solid and M. felt good about herself for taking a stand on one of her core values. Her respect for her boss increased because of the way he handled the situation in the end. The employee wasn’t happy, but his feelings were balanced out some by the show of integrity from both superiors, she found out later.
Notice how M.’s taking the moral high road influenced both her boss and her direct report to do the same. Instead of initiating a nasty grievance process or resigning, her employee dealt with his setback in-house rather than going outside for help or leaving.
This story strongly illustrates the ripple effect of putting trust and integrity principles into practice at a high level. When one person does this, it seems to turn on a light for others, and that’s really beautiful to behold. It’s so easy to take our cues from others, after all we’re social animals. But then someone comes along who takes their cues from somewhere else, from a place deep inside and we call that special place by so many different names. So when a courageous person does this, then we are all reminded that we have that place inside too, and we start to dare to live from there once again. I want to encourage you to be that courageous person.
If you are struggling with an ethical dilemma at work, and aren’t sure how to move forward, email or call me, and I’ll be glad to discuss the situation with you.
Tips for Doing the Right Thing When Facing a Tough Ethical Choice:
* Take your time. Before making a tough ethical decision at work, take the time to identify the core value you feel is in danger of being compromised in the situation.
* What are your needs? Once you identify your core value at play, clarify your needs in the situation. For instance, M. needed to act with fairness and honesty, to maintain her direct report’s high morale and commitment, and to continue her good working relationship with him.
* Look for the third alternative. What are your options for getting these needs met? This can be tricky, because if strong emotions come into play, which they often do, it’s human nature to narrow down our options to one or two courses of action, usually the ones at either extreme such as giving in or getting out. There may be a third alternative you just can’t see yet for meeting your integrity needs. In M’s case, the third alternative presented itself after she drew her line in the sand. I’ve seen that happen a lot. When you take a strong stand, the other person stops trying to change your thinking and changes their own instead.
* Wait and see. Sometimes, if possible, doing nothing is the best response to pressure to do something that feels unethical or against your conscience. The person applying the pressure just stops after a while, often because they regained their emotional balance.
Coaching Generation X
by: Terri Nagle
It has been said that Generation X is the most ignored, misunderstood, and disheartened generation our country has seen in a long time. No one can define who belongs to Generation X. While most agree that there is a generation after the boomer, no one agrees on who it is. In a September 23, 1996, article in USA Today, six experts defined Generation X, each with a different answer. They ranged anywhere from those born between 1961 to 1981 (78 to 85 million) to those born between 1965 to 1976 (46 million). Although Generation X appears to be the accepted term, other labels have been applied. William Strauss and Neil Howe refer to them as the Thirteenth Generation (the thirteenth generation since the founding of our country). Baby Busters and Twenty-somethings have also been used.
One of the most fundamental requirements for effective coaching is the ability to understand others' motives, values, and goals, not enforcing one's own on others. A slight variation of the Golden Rule-instead of "treating others as you want to be treated," coaches should "treat others as they want to be treated." This means understanding, and accepting, that people are all different. It also means that there is no "script" for coaching-it is different for every person you coach.
The need to understand differences is especially apparent in the ongoing conflict between Baby Boomers and Generation X. These struggles are rooted in the desire (on both sides) to want everyone to be alike. This would certainly make our lives and relationships easier, but it is not based in reality. Of course, clashes between generations are not new. Remember the generation gap in the 1960s between the boomer and the Silent Generation?
The fact remains that Generation X are the employees in the workforce today; they are the future. They aren't going away, nor are they likely to conform to the previous generation's definition of work. Boomer managers cannot continue to ignore Xers' differences and try to manage them according to their own mindset. This does not mean agreement with an Xer's attitude but, understanding them to make coaching easier. The better you know them, the more likely you are to have insight to their "hot buttons"-what motivates them. And, at the very best, understanding them may begin to remove the conflict and hostility that exists between the generations and will lead to positive actions and results that are mutually beneficial to the individual and the organization.
The problem with generalizations is that they only go so far and stereotyping runs the risk of alienation. There are always exceptions to the rule, those who will say "that's not me". I can sometimes identify with boomer and sometimes with Xers (you guess my age!). It is impossible to suggest a prototype for how to coach 46-85 million people. As a start, the generalizations made here are based on a review of the relevant literature and personal observations/discussion with coaches-all with the hope of understanding this generation and offering suggestions on how to effectively coach them. To successfully coach and help Generation X, we must learn what they want, how they feel, and how they view their world.
WHAT WON'T MOTIVATE?
Generation X won't do things because they have a deep sense of mission, or loyalty to an organization. They have nothing but disdain for corporate politics and bureaucracy and don't trust any institution. They grew up watching their parents turn into workaholics, only to be downsized and restructured out of their chosen careers. They believe work is a thing you do to have a life (work doesn't define their life).
During the practice situations in our coaching workshops, the coach will often say-"Your behavior is affecting the company and if you don't change, we won't be in business in the long term." They raise the company flag and pull out the loyalty line. This means nothing to Xers-it will not capture their interest, raise their awareness, or stir them to new thoughts, feelings, and actions.
Xers have no expectation of job security, so they tend to see every job as temporary and every company as a stepping stone to something better, or at least to something else. They have been accused of not wanting to pay their dues. But, in today's changing workplace, anyone who is thinking about doing a job long enough to pay dues is out of touch!
Because they won't put in long hours at what they mostly term "dead end" jobs (Douglas coup land coined the term "Mcjobs,") and they don't exhibit the same loyalty as boomer do towards an organization, they have been called slackers. However, Xers will work very hard for a job that they believe in, for something that challenges them. In a l995 survey, Babson College Professor Paul Reynolds found that "10% of Americans between the ages of 25-34 are actively involved in creating a start-up company, a rate about three times as high as any other age group...it should help dispel once and for all the myth that today's youth are motivationally challenged." (U.S. News and World Report, September 23, 1996)
WHAT DOES MOTIVATE?
Value The Individual and Nurture Relationships
Although there doesn't seem to be one description of Generation X, most will agree that a defining characteristic is that they don't like to be characterized (as I'm doing in this article!). They don't want to be treated as a single entity, but want to be looked at as individuals. In addition, this is the first wave of latchkey kids to hit the work force. They are homesick for the home they never had (due to both parents working). Their focus on relationships over achievement is what leads boomer to complain about their laziness. Isn't this strong sense of community and personal relationships in the workplace just what we need?
Challenging Work
This generation has sometimes been called the MTV Generation because of their short attention span. Xers want new challenges and the opportunity to build new skills. Training is one of the best motivators. They have a tremendous capacity to process lots of information and concentrate on multiple tasks.
They don't want to spend a lot of time talking about things or having meetings. They want to get in, do the work, and move on to the next thing. If you're looking for someone to deliver a report every week, you don't want an Xer. I recently brought up the subject of understanding twenty-somethings during a coaching workshop. Immediately a manager complained, with a lot of emotion, that kids today don't want to work and will only stay for a week or so and then leave. Well, the job was very repetitive and offered little challenge. No wonder!
Freedom to Manage Time and Work
Xers don't want over-your-shoulder, in-your-face managers who constantly check what they're doing. Perhaps as a result of their latchkey childhood, these young workers are not used to being closely supervised and are remarkably good at working on their own.
Feedback and Recognition
On the other hand, members of Generation X seem to crave time with their bosses and can never get enough feedback on their performance. They may be searching for what was missing when they were growing up. Because of their short attention span, recognition and rewards must arrive quickly. Employee of the month doesn't do anything for them.
CONCLUSION
The characteristics for which Generation X has received such bad press are the very qualities that make them valuable. We say we want an empowered work force...give Xers the ball and they will run with it...we want a self-directed work force...these workers have been self directed from a very young age...we want computer literacy...Generation X comes out on top...we want flexible, adaptable workers-right on again.
Xers will respond to Boomer managers if they put meaning, into the buzzwords they use so often-empowerment, teamwork, communication. Create an environment where they are challenged by and enjoy their work, where they're measured on performance rather than on which clothes they wear, where they are informed, included and recognized. Gee, maybe Xers aren't so different from anyone else!
It has been said that Generation X is the most ignored, misunderstood, and disheartened generation our country has seen in a long time. No one can define who belongs to Generation X. While most agree that there is a generation after the boomer, no one agrees on who it is. In a September 23, 1996, article in USA Today, six experts defined Generation X, each with a different answer. They ranged anywhere from those born between 1961 to 1981 (78 to 85 million) to those born between 1965 to 1976 (46 million). Although Generation X appears to be the accepted term, other labels have been applied. William Strauss and Neil Howe refer to them as the Thirteenth Generation (the thirteenth generation since the founding of our country). Baby Busters and Twenty-somethings have also been used.
One of the most fundamental requirements for effective coaching is the ability to understand others' motives, values, and goals, not enforcing one's own on others. A slight variation of the Golden Rule-instead of "treating others as you want to be treated," coaches should "treat others as they want to be treated." This means understanding, and accepting, that people are all different. It also means that there is no "script" for coaching-it is different for every person you coach.
The need to understand differences is especially apparent in the ongoing conflict between Baby Boomers and Generation X. These struggles are rooted in the desire (on both sides) to want everyone to be alike. This would certainly make our lives and relationships easier, but it is not based in reality. Of course, clashes between generations are not new. Remember the generation gap in the 1960s between the boomer and the Silent Generation?
The fact remains that Generation X are the employees in the workforce today; they are the future. They aren't going away, nor are they likely to conform to the previous generation's definition of work. Boomer managers cannot continue to ignore Xers' differences and try to manage them according to their own mindset. This does not mean agreement with an Xer's attitude but, understanding them to make coaching easier. The better you know them, the more likely you are to have insight to their "hot buttons"-what motivates them. And, at the very best, understanding them may begin to remove the conflict and hostility that exists between the generations and will lead to positive actions and results that are mutually beneficial to the individual and the organization.
The problem with generalizations is that they only go so far and stereotyping runs the risk of alienation. There are always exceptions to the rule, those who will say "that's not me". I can sometimes identify with boomer and sometimes with Xers (you guess my age!). It is impossible to suggest a prototype for how to coach 46-85 million people. As a start, the generalizations made here are based on a review of the relevant literature and personal observations/discussion with coaches-all with the hope of understanding this generation and offering suggestions on how to effectively coach them. To successfully coach and help Generation X, we must learn what they want, how they feel, and how they view their world.
WHAT WON'T MOTIVATE?
Generation X won't do things because they have a deep sense of mission, or loyalty to an organization. They have nothing but disdain for corporate politics and bureaucracy and don't trust any institution. They grew up watching their parents turn into workaholics, only to be downsized and restructured out of their chosen careers. They believe work is a thing you do to have a life (work doesn't define their life).
During the practice situations in our coaching workshops, the coach will often say-"Your behavior is affecting the company and if you don't change, we won't be in business in the long term." They raise the company flag and pull out the loyalty line. This means nothing to Xers-it will not capture their interest, raise their awareness, or stir them to new thoughts, feelings, and actions.
Xers have no expectation of job security, so they tend to see every job as temporary and every company as a stepping stone to something better, or at least to something else. They have been accused of not wanting to pay their dues. But, in today's changing workplace, anyone who is thinking about doing a job long enough to pay dues is out of touch!
Because they won't put in long hours at what they mostly term "dead end" jobs (Douglas coup land coined the term "Mcjobs,") and they don't exhibit the same loyalty as boomer do towards an organization, they have been called slackers. However, Xers will work very hard for a job that they believe in, for something that challenges them. In a l995 survey, Babson College Professor Paul Reynolds found that "10% of Americans between the ages of 25-34 are actively involved in creating a start-up company, a rate about three times as high as any other age group...it should help dispel once and for all the myth that today's youth are motivationally challenged." (U.S. News and World Report, September 23, 1996)
WHAT DOES MOTIVATE?
Value The Individual and Nurture Relationships
Although there doesn't seem to be one description of Generation X, most will agree that a defining characteristic is that they don't like to be characterized (as I'm doing in this article!). They don't want to be treated as a single entity, but want to be looked at as individuals. In addition, this is the first wave of latchkey kids to hit the work force. They are homesick for the home they never had (due to both parents working). Their focus on relationships over achievement is what leads boomer to complain about their laziness. Isn't this strong sense of community and personal relationships in the workplace just what we need?
Challenging Work
This generation has sometimes been called the MTV Generation because of their short attention span. Xers want new challenges and the opportunity to build new skills. Training is one of the best motivators. They have a tremendous capacity to process lots of information and concentrate on multiple tasks.
They don't want to spend a lot of time talking about things or having meetings. They want to get in, do the work, and move on to the next thing. If you're looking for someone to deliver a report every week, you don't want an Xer. I recently brought up the subject of understanding twenty-somethings during a coaching workshop. Immediately a manager complained, with a lot of emotion, that kids today don't want to work and will only stay for a week or so and then leave. Well, the job was very repetitive and offered little challenge. No wonder!
Freedom to Manage Time and Work
Xers don't want over-your-shoulder, in-your-face managers who constantly check what they're doing. Perhaps as a result of their latchkey childhood, these young workers are not used to being closely supervised and are remarkably good at working on their own.
Feedback and Recognition
On the other hand, members of Generation X seem to crave time with their bosses and can never get enough feedback on their performance. They may be searching for what was missing when they were growing up. Because of their short attention span, recognition and rewards must arrive quickly. Employee of the month doesn't do anything for them.
CONCLUSION
The characteristics for which Generation X has received such bad press are the very qualities that make them valuable. We say we want an empowered work force...give Xers the ball and they will run with it...we want a self-directed work force...these workers have been self directed from a very young age...we want computer literacy...Generation X comes out on top...we want flexible, adaptable workers-right on again.
Xers will respond to Boomer managers if they put meaning, into the buzzwords they use so often-empowerment, teamwork, communication. Create an environment where they are challenged by and enjoy their work, where they're measured on performance rather than on which clothes they wear, where they are informed, included and recognized. Gee, maybe Xers aren't so different from anyone else!
Employee Evaluations: Four Tips to Help Managers with Performance Review Conversations
by: Dick Grote
Managers talk with the people on their teams every day. Whatever the topic, most of these conversations happen with no stress, little anxiety, and minimal tension. But when the conversation is about an employee’s performance, anxieties often abound. Here are four ways to reduce the tension and defensiveness that too often surround performance evaluations.
1. Don’t wait for the meeting to deliver the performance appraisal form.
I worked for large corporations for fifteen years before beginning my consulting career. Every one of those companies — GE, United Airlines, PepsiCo — took performance appraisal very seriously. And my bosses at those companies also took their responsibilities for performance evaluation seriously as well. But all of my bosses kicked off the appraisal discussion in a way that was guaranteed to get it off to a bad start. How did they begin? They set up the time for the meeting and then waited until I was sitting across the desk to hand me their completed appraisal form.
At the start of the meeting my boss would give me his appraisal form and I would engage all of my speed-reading skills, whipping through the document as fast as I could to see what he had said about my performance. While I was reading the evaluation (and probably missing some key points in my haste to take everything in) my boss would be behind his desk, pretending to work, but in truth trying to gauge how I was reacting to the evaluation he had written.
What a terrible way to begin! Don’t wait until the meeting starts to give the employee your performance appraisal document. It’s far more effective to go up to the employee an hour or so in advance of the meeting, and say something like this: “Mary, you know we’re getting together at two o’clock to go over your performance appraisal. Here it is. Why don’t you take some time between now and then to review it? Read it carefully and jot down any questions that you’d like to ask.”
Giving the person the appraisal to review in advance of the meeting can lessen defensiveness. It allows her time to think about what you’ve written and prevents spur-of-the-moment reactions. You’ll usually find that giving the person a chance to read what you’ve written in advance produces much more effective business discussions.
2. Set a time frame (and give yourself an extra fifteen minutes).
Your discussion of a person’s performance evaluation may be one of the most important interactions you'll ever have with that individual; make sure you’ve allowed enough time. In most cases, an hour should be sufficient to review the appraisal document itself as well as discuss many of the other subjects that often pop up during performance reviews — development activities, career plans, and future goals and projects. Make certain that the very next activity you’ve scheduled after finishing the review isn't one that must begin at a set time. If you provide yourself with a little flexibility at the end, you can take the time to wrap up the discussion comfortably.
3. Don’t start by discussing the form itself.
Yes, the form is important, but the form simply serves as the formal record of your assessment of how well the individual has done over the past year. Rather than beginning with the first entry on the appraisal form and moving lockstep through the document item-by-item, it’s more effective to start by asking a general question that requires the employee’s thoughtful consideration: “Tim, you’ve had a chance to read the appraisal. Why don’t you start by telling me how you feel the past year has gone?” Then listen as the individual responds and continue the discussion from there.
4. Don’t fixate on getting the employee to agree with your performance appraisal.
One of the most common questions managers ask me during training sessions involves how they can gain an employee’s agreement with what they’ve written in the performance appraisal, particularly when what they’ve written isn't entirely favorable. “Don’t try!” is my advice to them.
What is a performance appraisal? It is a formal record of the supervisor’s opinion of the quality of the employee’s work. Pay attention to the key phrase, “. . . the supervisor’s opinion . . .”
Of course the employee is going to have a different opinion — all of us believe we’re above average. The goal in the performance review discussion is not to gain the employee’s agreement, although it is nice if that happens, the goal is to gain the employee’s understanding. As long as the employee understands how you came up with the evaluation, you’ve done your job. Of course, he may disagree (particularly if you’ve set the bar high and have tough, demanding standards). But don’t waste time trying to convince a person that you’re right and she’s wrong. The important thing is that she understands your expectations and how her performance was assessed.
There’s a lot more to conducting good appraisal discussions, of course. But these four tips should make a tough job just a little bit easier.
About the author:
Dick Grote is one of America’s best-known consultants on employee performance management. He is the Chairman/CEO of Grote Consulting Corporation and developer of the GroteApproach web-based performance management system at
Managers talk with the people on their teams every day. Whatever the topic, most of these conversations happen with no stress, little anxiety, and minimal tension. But when the conversation is about an employee’s performance, anxieties often abound. Here are four ways to reduce the tension and defensiveness that too often surround performance evaluations.
1. Don’t wait for the meeting to deliver the performance appraisal form.
I worked for large corporations for fifteen years before beginning my consulting career. Every one of those companies — GE, United Airlines, PepsiCo — took performance appraisal very seriously. And my bosses at those companies also took their responsibilities for performance evaluation seriously as well. But all of my bosses kicked off the appraisal discussion in a way that was guaranteed to get it off to a bad start. How did they begin? They set up the time for the meeting and then waited until I was sitting across the desk to hand me their completed appraisal form.
At the start of the meeting my boss would give me his appraisal form and I would engage all of my speed-reading skills, whipping through the document as fast as I could to see what he had said about my performance. While I was reading the evaluation (and probably missing some key points in my haste to take everything in) my boss would be behind his desk, pretending to work, but in truth trying to gauge how I was reacting to the evaluation he had written.
What a terrible way to begin! Don’t wait until the meeting starts to give the employee your performance appraisal document. It’s far more effective to go up to the employee an hour or so in advance of the meeting, and say something like this: “Mary, you know we’re getting together at two o’clock to go over your performance appraisal. Here it is. Why don’t you take some time between now and then to review it? Read it carefully and jot down any questions that you’d like to ask.”
Giving the person the appraisal to review in advance of the meeting can lessen defensiveness. It allows her time to think about what you’ve written and prevents spur-of-the-moment reactions. You’ll usually find that giving the person a chance to read what you’ve written in advance produces much more effective business discussions.
2. Set a time frame (and give yourself an extra fifteen minutes).
Your discussion of a person’s performance evaluation may be one of the most important interactions you'll ever have with that individual; make sure you’ve allowed enough time. In most cases, an hour should be sufficient to review the appraisal document itself as well as discuss many of the other subjects that often pop up during performance reviews — development activities, career plans, and future goals and projects. Make certain that the very next activity you’ve scheduled after finishing the review isn't one that must begin at a set time. If you provide yourself with a little flexibility at the end, you can take the time to wrap up the discussion comfortably.
3. Don’t start by discussing the form itself.
Yes, the form is important, but the form simply serves as the formal record of your assessment of how well the individual has done over the past year. Rather than beginning with the first entry on the appraisal form and moving lockstep through the document item-by-item, it’s more effective to start by asking a general question that requires the employee’s thoughtful consideration: “Tim, you’ve had a chance to read the appraisal. Why don’t you start by telling me how you feel the past year has gone?” Then listen as the individual responds and continue the discussion from there.
4. Don’t fixate on getting the employee to agree with your performance appraisal.
One of the most common questions managers ask me during training sessions involves how they can gain an employee’s agreement with what they’ve written in the performance appraisal, particularly when what they’ve written isn't entirely favorable. “Don’t try!” is my advice to them.
What is a performance appraisal? It is a formal record of the supervisor’s opinion of the quality of the employee’s work. Pay attention to the key phrase, “. . . the supervisor’s opinion . . .”
Of course the employee is going to have a different opinion — all of us believe we’re above average. The goal in the performance review discussion is not to gain the employee’s agreement, although it is nice if that happens, the goal is to gain the employee’s understanding. As long as the employee understands how you came up with the evaluation, you’ve done your job. Of course, he may disagree (particularly if you’ve set the bar high and have tough, demanding standards). But don’t waste time trying to convince a person that you’re right and she’s wrong. The important thing is that she understands your expectations and how her performance was assessed.
There’s a lot more to conducting good appraisal discussions, of course. But these four tips should make a tough job just a little bit easier.
About the author:
Dick Grote is one of America’s best-known consultants on employee performance management. He is the Chairman/CEO of Grote Consulting Corporation and developer of the GroteApproach web-based performance management system at
Improve Your eBay Auction Selling Technique
by: Jason James
There just is no doubt that auction selling is a great way to boost your income. The potential is certainly there for you to use Ebay auctions to save for retirement or even as your primary source of income. Like most things, however, there are some subtle techniques that can be used to transform an average Ebay auctioneer into a superstar that is courted by others to sell their wares as well.
Without question, the biggest challenge of auction selling is to get the people to come to your posting and make a bid. The traffic is definitely out there and people are scouring the Ebay business website every minute of the day looking for that next great deal. Here are a few ideas to keep in mind that will help you get the buyers to come to your postings time and time again.
Know Your Product
Any great salesperson is an absolute expert on the products or services that they are selling. They are never caught off guard by a question that they do not know the answer to and customers respect this. A solid auction selling reputation is built upon a sound knowledge of the products or services being sold. So before you post anything, do your homework!
Standard and Simple Sales Policy
People hate to feel stupid so don't have a confusing sales policy with awkward shipping requirements. You don't want someone to think something costs $20 and be surprised by an extra $8 in unnecessary shipping costs. Give the customer some options such as insurance and expedited shipping, but keep your standard shipping procedures as cheap as possible and easy to understand. Auction selling is a somewhat risky endeavor for buyers, so you may want to consider a refund policy to help build trust and confidence.
Customer Service Guru
If you want to be a serious player in the auction selling game, you are going to need repeat customers or at least a great reputation so that word of you and your great deals spreads throughout the Ebay business site. So, if you get a question via e-mail, immediately respond and try offering something a little extra like some history on the product or manufacturer(see, this is where knowing your product will really pay off!). Make people feel special and they cannot help but like you and they will come back time and time again.
Timing Critical to Ebay Auctions
Before you post any listing, do some research. Auction selling is far more profitable if you are not competing against 10 other people offering the same products or services. So, should you learn that the competition in your particular area is intense, wait a little while until they have sold their wares before listing yours. Just a few short days can add up to a lot more money so patience and doing your homework are rewarded on the Ebay business website.
Auction selling is really like any business in that you need to keep the customers coming in if you want to be successful and make any real money. The ideas listed above are certainly not earth shattering secrets nor will they guarantee your Ebay auctions to be a resounding success. But, if you don't take them to heart and apply them to your online auction business, then you will find it almost impossible to be the next great Ebay business success!
About the author:
Jason James is an eBay power seller and his website "Auction Resource Network" reveals his inside secrets, tips, and sources that help him earn $10,000+ a month on eBay.
There just is no doubt that auction selling is a great way to boost your income. The potential is certainly there for you to use Ebay auctions to save for retirement or even as your primary source of income. Like most things, however, there are some subtle techniques that can be used to transform an average Ebay auctioneer into a superstar that is courted by others to sell their wares as well.
Without question, the biggest challenge of auction selling is to get the people to come to your posting and make a bid. The traffic is definitely out there and people are scouring the Ebay business website every minute of the day looking for that next great deal. Here are a few ideas to keep in mind that will help you get the buyers to come to your postings time and time again.
Know Your Product
Any great salesperson is an absolute expert on the products or services that they are selling. They are never caught off guard by a question that they do not know the answer to and customers respect this. A solid auction selling reputation is built upon a sound knowledge of the products or services being sold. So before you post anything, do your homework!
Standard and Simple Sales Policy
People hate to feel stupid so don't have a confusing sales policy with awkward shipping requirements. You don't want someone to think something costs $20 and be surprised by an extra $8 in unnecessary shipping costs. Give the customer some options such as insurance and expedited shipping, but keep your standard shipping procedures as cheap as possible and easy to understand. Auction selling is a somewhat risky endeavor for buyers, so you may want to consider a refund policy to help build trust and confidence.
Customer Service Guru
If you want to be a serious player in the auction selling game, you are going to need repeat customers or at least a great reputation so that word of you and your great deals spreads throughout the Ebay business site. So, if you get a question via e-mail, immediately respond and try offering something a little extra like some history on the product or manufacturer(see, this is where knowing your product will really pay off!). Make people feel special and they cannot help but like you and they will come back time and time again.
Timing Critical to Ebay Auctions
Before you post any listing, do some research. Auction selling is far more profitable if you are not competing against 10 other people offering the same products or services. So, should you learn that the competition in your particular area is intense, wait a little while until they have sold their wares before listing yours. Just a few short days can add up to a lot more money so patience and doing your homework are rewarded on the Ebay business website.
Auction selling is really like any business in that you need to keep the customers coming in if you want to be successful and make any real money. The ideas listed above are certainly not earth shattering secrets nor will they guarantee your Ebay auctions to be a resounding success. But, if you don't take them to heart and apply them to your online auction business, then you will find it almost impossible to be the next great Ebay business success!
About the author:
Jason James is an eBay power seller and his website "Auction Resource Network" reveals his inside secrets, tips, and sources that help him earn $10,000+ a month on eBay.
A Home Based Business That Works
by: Chris Rohrer
Everyone seems to be trying to work from home today. With the success most people are having from running a home base business everyone wants to get in on it. I myself have started up a home based business, but I keep my full time job. I have the time and freedom to do what I want to my business when I want.
Starting a home business is not that easy though. You have to be willing to work hard to get it up and running to the point where it almost makes you money with out you doing anything. Once you have reached that part of your business that is when most people will start another home business. That is how they make even more money by running more then just one home business. It took me a good two months before my home business got off the ground and into gear.
I have the found the perfect work from home business that anyone can do. With my hard work I put into my home business I started to see results a few months after I started. What is this business? It’s working with the e-currency exchange program. It is simple to start but hard at first because there is a learning curve. I bought a simple guide that showed me step by step how to start off in this amazing business. Once I was done I invested $400 and applied the steps that I learned, and watched my money grow to $4,000 in under Two months.
The more you put in the more you will make. My little brother (21 years old) didn’t think it worked but gave it a shot and only invested $100 into it. Before he knew it his money turned into $700 in under 32 days. You can see just that little more put in will make a big difference. The great thing about the e-currency exchange program is that your money grows everyday by 1.5% - 4.0%. There is nothing better then watching my money grow day after day. This is the easiest home business that I found that really does work.
Everyone seems to be trying to work from home today. With the success most people are having from running a home base business everyone wants to get in on it. I myself have started up a home based business, but I keep my full time job. I have the time and freedom to do what I want to my business when I want.
Starting a home business is not that easy though. You have to be willing to work hard to get it up and running to the point where it almost makes you money with out you doing anything. Once you have reached that part of your business that is when most people will start another home business. That is how they make even more money by running more then just one home business. It took me a good two months before my home business got off the ground and into gear.
I have the found the perfect work from home business that anyone can do. With my hard work I put into my home business I started to see results a few months after I started. What is this business? It’s working with the e-currency exchange program. It is simple to start but hard at first because there is a learning curve. I bought a simple guide that showed me step by step how to start off in this amazing business. Once I was done I invested $400 and applied the steps that I learned, and watched my money grow to $4,000 in under Two months.
The more you put in the more you will make. My little brother (21 years old) didn’t think it worked but gave it a shot and only invested $100 into it. Before he knew it his money turned into $700 in under 32 days. You can see just that little more put in will make a big difference. The great thing about the e-currency exchange program is that your money grows everyday by 1.5% - 4.0%. There is nothing better then watching my money grow day after day. This is the easiest home business that I found that really does work.
The Art of Employee Motivation
by: John Morris
If you think that your employees’ poor performance on their designated jobs is costing you a whole lot of loss profits, then instead of just doing a total overhaul of your employee roster, why not try to do some employee motivation tactics to get them to actually come around and be able to save your company from looming bankruptcy. It really is fairly easy and simple to rouse some employee motivation, you just have to take these techniques to heart:
People nowadays are concerned of the lack of importance that is being put into health care plans. Is your company one of those companies who does not provide their employees with the health benefits that they should be entitled too? This is a possible reason why your employees’ morale are down. You need to reassess the situation and try to give them the health benefits that will ensure them that they will be protected by the company that they have been loyal even in their times of sickness. Always remember that a happy worker is a satisfied worker so make sure to use this employee motivation tool in order to give your employees morale a much needed boost.
Remember, companies are usually employed with some women who will, most often than not, become mothers. So it is highly important that you know their needs especially during the time when they would want to avail of their maternity leave. It is important that your company, no matter what kind of product or service you offer, is always sensitive to your employees needs, no matter what gender.
When it comes to having a good health plan for your employees, you must be sure that your health plan is actually of any good or else it would not really do any good to your employees’
morale. Make sure that the health plan will be able to cover all their basic needs and it wouldn’t really hurt if you throw in some added kicks.
Basic health care plans that you can use for employee motivation actually covers the following: full coverage for any basic illness or injury, coverage of hospital payments in case the employee has to be checked in at the hospital or if there are some minor surgeries that need to be done.
Added benefits to further boost employee motivation through a health care plan is through having their dental health covered as well as their optical needs, eyeglass subsidies as well as free dental cleaning and check-ups will be a good treat for your employees and will surely be a great added employee motivation move.
Apart from having a good health care plan for your employee motivation tactics, you must also be able to provide for them some other additional care such as an insurance plan which they can rely on in case something bad happens to them and they are still of service to your company. Even if this employee motivation move will not be availed by the employee’s family during the time of his or her service, your employee can still choose to continue on paying for the premiums of the insurance plan even after he or she has retired from your company. Unfortunately for your employees, once they resign
from a job position at you company the said insurance plan will be revoked since the company will not be able to play for your insurance premiums anymore (remember, all the payments from these employee motivation tactics will actually come from the employee’s salary).
Another great employee motivation move for loyal employees of your company is to have a car loan ready for them, employees who have already served some considerable amount of years in the company should be entitled to a car plan wherein deductions from their salary will be used to pay for their vehicle of choice. This is a great employee motivation move since those who are not able to afford a car (a brand new car at that!) would actually want to continue staying in your company because of this added employee motivation benefit.
From time to time, especially during special occasions, you need to be able to give your employees some added morale boost by organizing events or parties that will foster camaraderie among your employees. A little good time certainly wouldn’t hurt anyone and this will all be in the spirit of good ole’ company fun. Employee motivation directed events such as Christmas parties and company picnics are surely a welcome treat to your seemingly overworked and over fatigue employees.
You must also remember to give your employees some time to unwind like providing your regular employees the benefit of having a two-week paid vacation leave. That’s the least you can do for your employees who you have held captive for the majority of the year in your office.
These are really simple and easy employee motivation tactics that you can do in order to boost your employees’ morale and be able to ensure a good upkeep of your company.
If you think that your employees’ poor performance on their designated jobs is costing you a whole lot of loss profits, then instead of just doing a total overhaul of your employee roster, why not try to do some employee motivation tactics to get them to actually come around and be able to save your company from looming bankruptcy. It really is fairly easy and simple to rouse some employee motivation, you just have to take these techniques to heart:
People nowadays are concerned of the lack of importance that is being put into health care plans. Is your company one of those companies who does not provide their employees with the health benefits that they should be entitled too? This is a possible reason why your employees’ morale are down. You need to reassess the situation and try to give them the health benefits that will ensure them that they will be protected by the company that they have been loyal even in their times of sickness. Always remember that a happy worker is a satisfied worker so make sure to use this employee motivation tool in order to give your employees morale a much needed boost.
Remember, companies are usually employed with some women who will, most often than not, become mothers. So it is highly important that you know their needs especially during the time when they would want to avail of their maternity leave. It is important that your company, no matter what kind of product or service you offer, is always sensitive to your employees needs, no matter what gender.
When it comes to having a good health plan for your employees, you must be sure that your health plan is actually of any good or else it would not really do any good to your employees’
morale. Make sure that the health plan will be able to cover all their basic needs and it wouldn’t really hurt if you throw in some added kicks.
Basic health care plans that you can use for employee motivation actually covers the following: full coverage for any basic illness or injury, coverage of hospital payments in case the employee has to be checked in at the hospital or if there are some minor surgeries that need to be done.
Added benefits to further boost employee motivation through a health care plan is through having their dental health covered as well as their optical needs, eyeglass subsidies as well as free dental cleaning and check-ups will be a good treat for your employees and will surely be a great added employee motivation move.
Apart from having a good health care plan for your employee motivation tactics, you must also be able to provide for them some other additional care such as an insurance plan which they can rely on in case something bad happens to them and they are still of service to your company. Even if this employee motivation move will not be availed by the employee’s family during the time of his or her service, your employee can still choose to continue on paying for the premiums of the insurance plan even after he or she has retired from your company. Unfortunately for your employees, once they resign
from a job position at you company the said insurance plan will be revoked since the company will not be able to play for your insurance premiums anymore (remember, all the payments from these employee motivation tactics will actually come from the employee’s salary).
Another great employee motivation move for loyal employees of your company is to have a car loan ready for them, employees who have already served some considerable amount of years in the company should be entitled to a car plan wherein deductions from their salary will be used to pay for their vehicle of choice. This is a great employee motivation move since those who are not able to afford a car (a brand new car at that!) would actually want to continue staying in your company because of this added employee motivation benefit.
From time to time, especially during special occasions, you need to be able to give your employees some added morale boost by organizing events or parties that will foster camaraderie among your employees. A little good time certainly wouldn’t hurt anyone and this will all be in the spirit of good ole’ company fun. Employee motivation directed events such as Christmas parties and company picnics are surely a welcome treat to your seemingly overworked and over fatigue employees.
You must also remember to give your employees some time to unwind like providing your regular employees the benefit of having a two-week paid vacation leave. That’s the least you can do for your employees who you have held captive for the majority of the year in your office.
These are really simple and easy employee motivation tactics that you can do in order to boost your employees’ morale and be able to ensure a good upkeep of your company.
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