Tips for Managers: How to Communicate
with Employees
Establishing a Healthy
Supervisor/Employee
Relationship
The most successful
relationships are
built on the efforts
of both parties,
and communication
is a key part of
that effort. Here
are a few questions
you should periodically
ask yourself:
Have
I told my employees
about our organization's
mission and vision
and how their
work contributes
to meeting organizational
goals?
Have
I told my employees
of my expectations
of performance
and conduct? In
particular, have
I established
performance plans
for my employees,
and have I clearly
specified my requirements
for requesting
planned and emergency
leave?
Am
I consistent in
applying the "rules"
of the office
to all staff?
Do
I pass on information
from top-level
staff meetings,
and from other
meetings my staff
does not attend,
so my employees
feel they are
part of the "big
picture"?
Do
I remember to
take the time
to communicate
face-to-face and
not just by e-mail
or leaving notes?
Do
I take notice
when my employees
make a positive
contribution and
express specific
and timely appreciation?
Do
I remember to
ask my employees
for their thoughts
on improving work
processes or the
office environment?
(And, when I ask
for feedback,
do I incorporate
some of the ideas
my employees offer
or tell them why
they can't be
used?)
When
an employee wants
to talk to me,
do I set aside
uninterrupted
time in a private
space, so I can
actively listen
to what the employee
has to say?
If
I notice a problem
with performance
or behavior, do
I immediately
address it with
the individual
employee instead
of issuing a "blanket
reprimand"
to my staff or
ignoring the problem
(both of which
adversely affect
the morale of
the staff)?
Addressing Problems
with an Employee's
Performance/Conduct
Whether you are
experiencing problems
with an employee's
performance or conduct,
usually your logical
first step is to
counsel the employee
on what you have
observed with the
goal of improving
the performance
or misconduct (in
matters of egregious
misconduct, discipline
without the benefit
of your counseling
may be warranted-contact
your servicing Employee
Relations Specialist
for guidance). Counseling
is an on-going process,
because once you
bring a problem
to an employee's
attention, you will
need to monitor
the situation and
follow-up with the
employee to ensure
problems are corrected
and acceptable performance/behavior
continues. If improvement
is not attained,
and maintained,
after your counseling
session, you need
to consult with
your servicing Employee
Relations Specialist
about the next steps.
Here are some
pointers on holding
that first counseling
session:
Advance Planning
There
is nothing to
be gained from
the element of
surprise. If you
need to meet with
an employee about
a problem you've
observed, schedule
the meeting in
advance and let
the employee know
the purpose of
the meeting is
to discuss a concern
you have about
performance or
conduct.
Gather
specific examples
of concern you
want to address
with the employee.
For example, if
the employee consistently
turns in work
assignments after
the due date,
prepare a list
of late assignments
along with the
respective original
due dates and
actual completion
dates.
Schedule
the meeting in
private enclosed
office space (e.g.,
your office or
a conference room).
Don't worry about
staff members
talking about
the employee being
"called on
the carpet"-chances
are if you've
noticed a problem
with the employee,
other employees
have noticed a
problem and are
waiting to see
how long it will
take you to address
it. In addition,
if you have been
striving for on-going
communication
with your employees,
an individual
meeting with an
employee should
not lead others
to conclude there
is a problem.
Allow
adequate time
for the meeting.
It's highly unlikely
you'll be doing
all of the talking,
and you will want
to give your employee
the opportunity
to respond.
Counseling
typically does
not invoke an
employee's right
to representation,
but if the employee
is a bargaining
unit employee,
review the applicable
Collective Bargaining
Agreement in advance
so you are prepared
if the employee
says he/she wants
his/her union
representative
at the meeting.
If your counseling
turns into "investigating"
in which you ask
questions the
employee has reason
to believe may
lead to discipline,
you may trigger
the employee's
right to a representative.
Contact your servicing
Employee or Labor
Relations Specialist
for guidance in
advance of holding
a counseling meeting
with a bargaining
unit employee.
Holding the Counseling
Session
The
employee will
most likely arrive
for the meeting
in a defensive
mode. Try opening
the meeting with
a statement like,
"I have a
problem, and I'd
like your help
in solving it."
Describe
in detail the
problem you have
observed, and
be prepared to
back up your concerns
with specific
facts. It may
help your employee
to recognize the
problem you raise
if you cite specific
facts, such as
"I saw you
come in 20 minutes
late on Tuesday
and 30 minutes
late on Wednesday".
Follow-up your
description of
the problem with
an explanation
of why it's a
problem (i.e.,
the negative impact
on coworkers,
productivity,
phone coverage,
etc.).
To
the greatest degree
possible, stay
away from using
emotionally charged
words or phrases.
Instead, describe
the specific inappropriate
conduct or deficient
performance you
observed. Try
to speak in a
normal tone of
voice, without
being perceived
as being demeaning
or condescending.
Listen
to any explanation
the employee offers,
but don't allow
yourself to be
trapped into finding
solutions for
the employee ("Doesn't
your Aunt Susie
live down the
street, and can't
she watch Johnny
when he's sick?").
Ask the employee
for his or her
ideas on how to
solve the problem,
and explore solutions
you may be able
to jointly agree
to, such as a
change in the
tour of duty hours.
In cases of poor
performance, ask
if there is anything
you can do to
assist, such as
more one-on-one
time with you
or training.
Remind
the employee of
USDA Resources
that may be of
help, such as
the Employee Assistance
Program (EAP)
and the Work and
Family Life Center.
However, you need
to make it clear
to the employee
that even if he/she
avails him/herself
of these services,
you will pursue
further action
if the problem
is not corrected
(discipline for
misconduct; a
Performance Improvement
Plan for unacceptable
performance).
Schedule
a follow-up meeting
with the employee.
Monitor the employee's
conduct/performance
between meetings.
At
the follow-up
meeting, be specific
about whether
the problem has
been resolved
or whether performance
has sufficiently
improved. If it
has, let the employee
know you are pleased
and you have confidence
in the employee's
continued acceptable
behavior/performance.
Continue to monitor
the conduct/performance
and provide positive
feedback, if appropriate,
or begin documenting
any problems and
taking steps for
formal action.
If the problem
has not improved,
indicate that
it may be necessary
to begin more
formal measures
such as documenting
the counseling
sessions in writing,
issuing a memorandum
of caution or
reprimand, and/or
even proposing
disciplinary measures.
Future Follow-up
Your
problem may be
resolved because
you have confronted
it. Prepare a
memorandum for
the record summarizing
meeting results
shortly after
counseling meetings
are concluded.
A copy of the
memorandum for
the record should
be provided to
the employee for
his/her records.
It is in both
your and the employee's
best interest
to keep an eye
on the situation
to ensure there
aren't any relapses
or back-sliding,
but be cautious
that you do not
apply overly stringent
standards to this
employee because
of the past problem.
In addition, be
sure that you
apply your requirements
for performance
and conduct consistently
for all employees,
thus creating
a defensible position
if you are challenged
by a discrimination
complaint.
Keep
in mind that this
employee may be
sensitive to the
fact that he/she
has "gotten
in trouble"
with you, and
the employee may
feel some discomfort
in interacting
with you after
the counseling
session. Make
the effort to
interact with
this employee
as usual on a
day-to-day basis
and re-establish
that healthy supervisor/employee
relationship.
Remember
your Employee
Relations Specialist,
the EAP, and the
Center for Cooperative
Resolution (which
provides confidential
and informal assistance
in resolving work-related
conflicts or concerns),
are resources
you can turn to
for help.
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