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News from Goranson Consulting, Inc. This month's newsletter will begin to delve deeper into the critical issue of employee engagement. As the old saying goes, expectations really are everything. Especially in the workplace! I hope you enjoy this month's newsletter. DG Setting Clear Expectations - A Key to Better Employee Engagement Management training shows how to establish, write and communicate clear job performance expectations effectively and create a solid basis for appraisal and performance management efforts.
Setting performance expectations is absolutely one of the most difficult jobs for most managers. Because few managers or supervisors ever receive this type of in-depth training.
A mutual understanding of what managers expect from employees is essential for improved performance, employee success, and good employee relations overall. Not to mention worker retention, attendance and "presenteeism".
Without clear job expectations, employees can: Waste effort due to a lack of priorities Waste time with unnecessary work Endure increased stress due to uncertainty With clear job expectations, employees can: Understand what is important and what they should be doing Understand why they are doing their work Know how they are doing and when to ask for support Recognize where performance improvement can occur Too often performance problems revolve around this question and this answer: The manager is frustrated because the employee is not doing the things that need to be done.
The employee is frustrated because they think they are doing the best they can and the boss is still not satisfied with the work they are doing. When results are easy to measure for example: But what about adding in error rates, new customers, profit margins on sales, or other issues?
All of a sudden, it gets more complicated.
Now, add in the more subjective, but extremely important, performance criteria such as interpersonal skills, team work, quality customer service, and others.
How can managers effectively communicate these expectations? If managers cannot effectively communicate all job expectations, they cannot expect the employee to meet those expectations. HOW to Set Employee Expectations As much as an employee needs a job description to know what her role is, she might need expectations of achievement to sharpen her focus.
Although every company will have its own desired level of performance from employees, getting the best work out of employees requires knowledge of each employee's strengths and techniques to motivate them.
Employees usually start a job wanting to do well; managers should work with them to help them to bring their enthusiasm to work every day. A list of job duties is a starting point to develop a series of targets for employees to meet.
Especially in long-standing positions where the role of the employee is clear, the company will know what achievement levels are best for the company.
These levels might have to be adjusted, however, to match the skill set and experience of the person in the position. It's an unfortunate reality that high expectations placed on star hires don't always pan out; giving new staff time to ease into the position and mentoring from a senior co-worker will avoid disappointment.
Set early expectations to be achievable; instead of a long list of sales or productivity targets, be realistic about what's possible and ask your staff to meet only a few key objectives during the first three months. Remember new hires are unlikely to ask a lot of questions until they feel comfortable in their jobs.
Meeting with employees on a regular basis, once a month at least, to discuss goals and progress will help employees understand t the employer's expectations. Regular meetings help managers assess the workload of each employee and can adjust it if necessary to help employees meet the company's goals.
Learning what interests and engages employees can help managers to distribute work in a way that promotes enthusiasm for completing tasks. Expressing confidence in each employee's ability and reinforcing past achievement is key to maintaining employee motivation.
Specific targets for employees are easier to meet than vague platitudes about stronger sales or greater productivity.An understanding of job/work engagement should help organisations to understand the different ways in which employees are motivated and engaged, and plan engagement programmes accordingly.
At this workshop, we will present the results of IES research into this area, and lead discussions of its applicability and usefulness. Managers spend a significant portion of their time resolving workplace conflicts.
This obviously affects the productivity of both managers and associates (employees) and can have a far-reaching impact on organizational performance. However, great project managers abide by ethical standards and rewarding those team members who follow suit is part of the responsibility of the job.
Project management should never be motivated by self-interest; rather it is the interest of the project’s success that matters most.
the managers abilities both to effectively convey ideas and information to others and to effectively recieve ideas and information from others. decision-making skills the manager's ability to correctly recognize and define problems and opportunities and to then select an appropriate course of action to solve problems and capitalize on opportunities.
Understanding Job Ads Part 2. means that workers will be paid more than entry-level employees but that they will be helping higher-level employees or managers. Mid-level positions usually require some education and/or experience. Fast-paced environment usually means that employees must work in busy and often stressed situations.
Mar 09, · The Sad Sack boss seems like a really sweet person, and when you take the job you congratulate yourself on your good luck ending up with such a warm and understanding boss.