This statement clearly conveys that both the employer and employee have a role to play.
Executives and managers have more influence over the productivity of their staff then they may realize. Incorrect management practices can cause employees to provide a productivity level that can best be described as â€œI will do just enough to get byâ€ (or potentially even less).
Obviously, in today’s exceedingly competitive marketplace, a worker who attempts to â€œjust get byâ€ will not result in management receiving a fair day’s work for a fair day’s pay.
You can connect back to almost every employee issue — attendance, morale, performance, and productivity — to ineffective communication.
Your employees are full of the potential to be excellent workers. Good staff communication is essential for this and to business success as a whole. At the most basic level, employees who don’t know what’s expected of them seldom perform to their potential.
Higher wages wonâ€™t cause employees to automatically perform at a greater level. Commitment, work ethic, and motivation are not based on pay.
Encouraging employees to do their best each day is important. Here are six tips for motivating your workers to stay on task and work together toward the common goal –
- Clarify, clarify, clarify.
- Establish clear expectations.
- Donâ€™t micromanage your entrepreneurial-minded employees. But do monitor them.
- Encourage employees to share bad news with you.
- Solve problems quickly, but not too quickly, give them a chance to correct issues and improve.
- Encourage informal and spontaneous interaction.
As you communicate regularly with longtime employees as well as new ones, they need to hear about their jobs and the business.
Here are some guidelines to get the message across to your team effectively –
- Make your praise specific and personal by recognizing each employee by name and what accomplishments they achieved.
- Separate affirmation from criticism so that positive praise is not overshadowed and often forgotten with negative remarks.
- Be genuine by being realistic about your positive remarks, as people can perceive exaggerated claims as â€œobligatory or contrived.â€
Even a small remark can turn around an employeeâ€™s bad day or bad month if theyâ€™ve been struggling. Even for happy and engaged employees, it can be an incentive to work with more drive and purpose.
However, your staff will never match your expectations or even try to reach them if they donâ€™t know what they are.
Setting goals in the workplace provides direction for both supervisors and employees. Establishing clear staff expectations is a key component in employee performance management. The key is working with your teams and ensuring they understand your vision every step of the way.
Your staff needs to know what to expect from themselves, from you and from each other. So even at the moment you are hiring new employees, you should be clear about these expectations.
Thereâ€™s no better way to do that other than ongoing dialogue –
- Be clear about the expectations. What does your company expect from the employee?
- Listen to their expectations, too. What do they expect from the company? Effective communication is a two-way process.
- Expectations should be in line with the employees and the companyâ€™s values and beliefs.
We all expect our employees to be loyal and hardworking — to put forth their best effort every day. Treating your employees well can go a long way toward motivating them to do a great job.
By following these tips, you are on your way to better communication for employee expectations. Listen to your employees, too, and consider what they expect from the company and from you. By doing so, you will promote harmony and better company-employee relationship.
The end result will be beneficial to both you and your organization. You, as an employer, will get competitive employees and your employees will get a company worthy to be working with.
Dave Baney is the CEO of 55 Questions, LLC, a certified Gazelles coaching firm. Hebrings over 30 years of Fortune 500 management and leadership experience to growing businesses nationwide through 55 Questions’ tools and processes. Known for crisp execution, marketing insight and thoughtful direction, he is now a trusted advisor for CEOs. Contact Dave directly: firstname.lastname@example.org.