As sure as the sun rises and sets, managers and supervisors are going to come to loggerheads with the unavoidable: employee issues. No business is immune, so hiding one’s head in the sand like the proverbial ostrich is not an option.
In fact, avoidance is almost a sure way to see a minor issue become a festering problem that will not dissipate easily.
So, what to do?
For one thing, never reprimand an employee publicly. This can be very embarrassing to your staffer, and you run the risk of creating a wall of resentment between you and your subordinate, thus not only failing to rectify the existing problem, but creating a new one.
Timing also is important. Don’t provide feedback before the problem has been resolved. A boss who can help resolve a problem as soon as possible is likely to find a receptive employee when it comes time to discuss the problem.
Seeking your employee’s input also is strongly advised. The underlying purpose is to form an alliance, rather than an adversarial relationship.
One way to foster such a relationship is to follow up and let your subordinates know you are interested in them and how they are performing. Let workers know they are adding value to your business. Providing encouragement for a job well done and assistance when needed is likely to encourage an employee to give 100 percent effort and develop a stronger sense of loyalty.
There are other measures that can be taken to keep the workplace on a positive note: Aim to be as clear as possible in your communication, using easily understood language. Don’t pile up a long list of concerns all at once. Experts suggest talking about only one or — the most — two issues at a time. When dealing with multiple issues, prioritize your list.
We also recommend that you set an established time for to routinely meet with your subordinates to discuss concerns. Allow your department staff members to do so, as well. Allow sufficient time so that both you and your employees have adequate time to express their concerns. It should be understood that these sessions are a two-way street, in which management does not dictate the entire content of the meeting.
If it’s a one-one-one situation, hold the meeting at a mutually agreed upon time and be sure to let your staffer know the meeting will just the two of you. Regardless of the number of issues involved, feedback should focus on an employee’s performance, not his or her personality. This is the time for you to ask your subordinate what he or she believes should be done to correct a particular problem. We tend to want to work to correct a problem when our opinion is taken into consideration.
In the end, dealing with issues as they crop up is far better than hoping they will disappear. In these matters, silence is not golden.
If you’d like to hear more tips about how best to provide effective employee feedback for your Chicago, Lake Oswego, Anchorage, Portland, Seattle, or Tacoma company, contact the OptiStaffing Group. We can offer you proven techniques and strategies to help the feedback be positive and productive for both your managers and their staff members. Contact us today.