Employee Performance

Help Managers Improve Employees’ Bad Attitudes

by NPEO Media NPEO Media No Comments

eebadattitudes
Negative mindsets and conduct can erode workplace morale, business goals, and revenue greatly over time. Bosses need proven strategies to rectify such potentially destructive attitudes. Fill out National PEO’s quick contact form online to request HR and management training for this tricky personnel concern. The following approaches can help supervisors handle such awkward situations better today.

Survey Staffers

Arrange an anonymous attitude survey to gain a clear understanding of your employees’ opinions. Crewmembers who might be unwilling to share their negative feelings and thoughts directly may be more open secretly. Gathering everyone’s viewpoints will send the message that your company cares about its personnel, which could help turn around gloomy spirits.

Identify Problems

Generally, negative workers do not make big blunders that stir up major troubles. Their production quality is frequently good, so bosses do not fault their performance often. That might make them hard to identify. Such employees share these incessant behaviors:

  • Complain about various things including exaggerated gravities of colleagues’ mistakes
  • Insult workmates to others and spread gossip
  • Initiate rumors that turn employees into rivals
  • Criticize managers sneakily, undermining their authority without them recognizing and correcting such actions often

To assess problem areas and the importance of addressing them, answer these key questions:

  • What adverse effects are staffers’ behaviors causing?
  • How do those habits affect their co-workers and/or reports?
  • In what ways do those actions vary from company-wide norms for all personnel?
  • Could following accepted conduct standards improve morale and output?

Guide Difficult Conversations

No one enjoys tough exchanges between bosses and negative employees, but delaying such encounters can worsen bad situations. In private one-on-one sessions with acidic staffers, managers should pursue these methods:

Acknowledge any awkwardness: Supervisors can admit that their comments may be difficult to hear and discuss.

Focus on results: Indicate that workers must address harsh realities to perform their jobs successfully.

Accentuate positives: Highlight good outcomes staffers can expect after changing disruptive behaviors. If they remain defiant, stress negative consequences of not upgrading their outlooks.

eebadattitudes1Be specific: Experts advise supervisors to tackle bad attitudes using specific facts — not general terms — about employee behavior problems. Stating that you don’t like workers’ dispositions so they should fix them is too vague. Instead, identify negative staffers’ actions. Present representative examples of past judgmental remarks for clarity. Declare that disparaging clients to associates is not helpful, for instance. It poisons other customer service reps’ moods.

Tolerate a little ranting: Calling out employees’ undesirable behaviors may make them defensive. So let them vent opposing opinions briefly. They may just need you to hear their interpretations. Then steer conversations back to correcting your concerns.

Use first-person plural pronouns: Approach struggles as challenges for all affected parties. “We have to fix our problem” helps staffers realize their behaviors’ importance without singling them out.

Restrict “you” usages: Dumping all responsibilities on employees will derail reciprocal communications. Directing constant attacks at “you,” like “You have the worst outlook” may provoke arguments. “We have an attitude issue to solve” is preferable.

Avoid “but” and “however”: Some bosses think opening compliments lighten bad news that follows. Employees will respond well to hearing that their work efforts are good. Tacking on “but …” alters that message enough to elicit anger. Substitute “and” for the dreaded “but” or “however” to help interchanges go more smoothly. Finish positive assessments with “… and we should consider how you could respect our clients more.”

Allow silence: Tense situations may tempt superiors to fill in uncomfortable conversation gaps. Instead, stay silent during lulls. That compels workers to speak. Managers can gather surprising amounts of information without asking questions if they just remain quiet.

Assign resolutions: Bosses should state clearly that they will not tolerate negative staffers’ troublesome actions. Announce your official company policy instructing all personnel to exhibit professional behaviors that strengthen conduct, performance, teamwork, and productivity. Explain suitable resolutions for all issues that are effective immediately. For instance, if comments about customers are not supportive, do not voice them. Supervisors demonstrating positive corrections show that they care, which may improve employees’ attitudes toward their bosses and workplace.

Inspire Positivity

Supply daily doses of positivity while minimizing negativity. Post bold banners celebrating success around your facility. During corporate meetings, praise those who have done great jobs so everyone will notice your firm’s appreciation of excellence. Optimism that overshadows pessimism will shrink that cancer damaging your workforce.

Employee Performance-Tracking Tips

by NPEO Media NPEO Media No Comments

As a team leader, you must embrace your critical role to foster workforce motivation, commitment, and retention. You are a key player in nurturing and developing staffers. Unfortunately, your reputation will be at stake if your department does not achieve its responsibilities. So directing the active personnel performance-tracking process well is imperative.

Keeping up with your employees’ work quality and productivity ensures that they are completing their duties properly so your firm can fulfill its mission. Besides being useful during current reviews, performance charts help supervisors prepare for subsequent rating cycles.

Establish Guidelines

eeperformancetrackingtips1Set your staff and company up for success by using these strategies:

Expectations: Align meaningful, attainable expectations with your corporate mission and program purpose.

Objectives: Approach the goal-setting process as a collective effort to engage team members. Request suggestions for essential elements or results to support your crew’s work while achieving your firm’s objectives. Set short-term, achievable targets. Tracking program progress is easier over brief increments than a whole year.

Communications: Explain what you expect from each worker clearly, based on individual job descriptions. National PEO’s specialists can create or update your job descriptions to improve employee understanding. Define each person’s role and any changes per project. Provide goals and timelines for completing them. Clarify any measurements you will use.

Collect Data

Charting individual progress requires listening, people skills, planning, and organization. Take ample notes and gather individual records while following these fact-finding steps:

Observations: Tour your department or work area periodically to observe employee activities. Regular check-ins will help you discover what aspects are most successful and which need assistance, possibly by removing obstacles. You will gain incredible insights into your crew’s progress and how they strive to meet assigned goals.

Listening: Paying attention to employees’ remarks will help you discover how their co-workers are doing. Learning how to discern their comments’ subtext will make detecting the real issues easier.

Spot checks: Examining everyone’s work does not need to be a daily routine. Just do it frequently enough to discover and address any concerns like low output before they develop into giant problems. Similar to pop quizzes, do not forewarn personnel when inspections will occur.

Reports: Instruct team members to email you regular reports covering all in-progress and completed work.

Meetings: Sit down with every staffer on a weekly basis. Pose direct job-related questions. Assess how work is going. Help overcome any problems. If someone is vague, he could be covering for running behind schedule. Draw out enough information to sense where he’s stuck on his timeline. Offer suggestions to get him back on track. Do not go overboard documenting every minor one-time setback. Keep records of delays only if they recur often.

Chart Behaviors

eeperformancetrackingtips2Format: Using a standard spreadsheet program, you can customize clean, organized, accurate staff records to serve as efficient performance-tracking tools. Measure activities in short intervals like one to two weeks. Do not attempt to pack too many explanations into your tables. Stick to simple and brief notations. Or use a number or letter grading system to condense your data.

Group and individual records: A departmental tracking chart will depict your labor force’s inadequacies and achievements visually. Also keep weekly or daily performance assessments on every employee with classifications such as poor (F), acceptable (C), and excellent (A). Those individual information logs will help you pinpoint problems that need fixing and single out exemplary workers who deserve rewards.

Share Appraisals

Ongoing evaluations: Assess performance and communicate progress continually. Do not withhold all of your feedback for annual reviews when tips along the way could upgrade functioning at critical junctures. Constructive comments include timely and specific notes about short-term targets and overall goals.

Dual reviews: Schedule in-person mid-year and annual reviews. Halfway conversations will help workers improve their year-end evaluations. Encourage discussions to determine the most effective ways of reaching upcoming milestones and long-range goals. Base overall ratings during final evaluations on crewmembers’ annual accomplishments. Recognize outstanding performance.

Offer Remedies

Resources: Ensure that your staff has access to all necessary resources, tools, and environments that enhance job performance. Make sure that relevant literature, technology, and other practices and materials that enable success are available.

Training: To improve worker knowledge, provide mentoring and coaching. Use traditional and modern instructional methods to heighten learning, address areas that need improvement, and optimize staff strength. Ask employees about what assistance would be most helpful. Allow enough time for them to learn updated procedures and routines.