"Why don't my people get it?" I hear variations of that question all the time. Often, the person asking the question will provide a theory about Gen Xers or Millenials who don't "get it" the way our generation does. Or they will rail about older employees who don't care.
Last week, a friend told me that his younger employees seemed to have a new attitude about work after he eliminated several jobs. They've never seen an economy like this, and it's having an impact. But that's temporary, and it's driven by forces external to the organization.
I believe there are basic structures and practices any organization can adopt to endure everyone understands expected behavior, to reinforce it and to correct problems. I also believe the vast majority of people, of any generation, will try to meet reasonable expectations that are communicated clearly and consistently.
Start by publishing a value statement. A value statement describes non-negotiable, expected behavior --"the way we do it around here." Examples of values could be:
- Going the extra mile to satisfy customers
- Treating all customers, co-workers and stakeholders with fairness and respect
- Doing the right thing, always
- Taking responsibility for providing owners a fair return
A value statement should be shared with job candidates to ensure they understand expectations, used to train new and existing employees and ;utilized as a benchmark in performance reviews.
Prepare high-quality job descriptions. Many organizations don't have job descriptions, and if organizations do, employees often are unaware of what descriptions say. Most job descriptions, when they exist, list qualifications, duties and transactions, rarely addressing specific behaviors or outcomes. If you want employees to greet customers warmly, write it down. If you want phones answered within a certain number of rings or e-mails answered within the same day --put it in there. Then show the descriptions to prospective employees, along with the value statement. Make it clear these aren't just some papers they will never see again, but will be the benchmark for evaluation, retention and promotion. Those who don't "get it" will probably head for the exit, and those who stick around stand a much better chance of getting it right.
Train, train, train/ Most training and orientation focuses on the minutia of performing job transactions, requesting time off, taking breaks, finding the restrooms and so on. How about a few hours on your values and on how to deal with customers, interact professionally with co-workers and deal with conflict? If you're trying to turn around a bad situation with existing employees, this is where you start making your expectations clear.
Immediately correct the unacceptable and reinforce the good. Timely feedback is important, no matter what structures you have in place. This is where people learn what's important to you on a day-to-day basis. unfortunately, many leaders stew about problems but avoid confronting them and don't bother about positive recognition. Correct problems immediately, privately and in a teaching mode. And give recognition and rewards as publicly as possible.
Conduct formal annual performance reviews. Annual reviews are not a substitute for regular feedback, but they provide a needed formal structure. No one should ever be surprised by their review because they should know what is coming from regular timely feedback. The review should revolve around the job description, specific performance goals and, if necessary, the value statement. Improvement needs and plans should be documented, and there should be timely follow-up.
Always walk the walk. If you are the leader, you are the role model. "Do as I say, not as I do" just doesn't work. I'll never forget chastising an employee for a lack of concern for a customer, only to be given an example, which was dead right, of my own similar behavior.
These things are not difficult. In fact, the smaller the organization, the less effort it takes. Making the effort sends a message that behaviors are important. If you set expectations during your interviews, you'll bring in fewer problem employees. A little bit of training will eliminate a lot of bad outcomes. If you also give timely feedback, perform annual reviews and model the behaviors you expect, you'll have a lot more followers who "get it."