1. The Top 5 Mistakes Supervisors Make …and other important HR information

2. 1. Not holding all employees to the same standard.  All employees should be treated the same in regard to conduct, attendance, and any other expectation you have.  Cannot allow good performers to violate some policies, while poor performers are strictly held to the same policies.  Treating one employee or a group of employees differently can effect moral and teamwork.  You may set a precedent that you are then expected to repeat for all other employees.  All employees should be treated the same in regard to conduct, attendance, and any other expectation you have.  Cannot allow good performers to violate some policies, while poor performers are strictly held to the same policies.  Treating one employee or a group of employees differently can effect moral and teamwork.  You may set a precedent that you are then expected to repeat for all other employees.

3. 2. Giving an employee a “successful” performance rating, when a “needs improvement” rating is warranted.  Performance Reviews are “official” documents that should always be a direct reflection of the employee’s performance.  How can improvement be expected, when areas for improvement are not properly identified?  Can you defend your rating in court?  Performance Reviews are “official” documents that should always be a direct reflection of the employee’s performance.  How can improvement be expected, when areas for improvement are not properly identified?  Can you defend your rating in court?

4. 3. Not communicating performance or behavioral problems with employees.  Communicating problems:  Act Promptly  Be sure you have the facts  Listen to the employee  Target the problem, not the employee  Explain expectations and consequences  Lock down in writing  5 Steps of Counseling  Open – State purpose of discussion & identify importance of issue  Assess – Seek & Share information, Identify issues & concerns, discuss consequences.  Create - Seek & discuss ideas for improvement, explore any needed resources/support  Agree –identify specific actions, resources/support, ways to measure progress  Close – Summarize & restate expectations, confirm confidence & commitment  Communicating problems:  Act Promptly  Be sure you have the facts  Listen to the employee  Target the problem, not the employee  Explain expectations and consequences  Lock down in writing  5 Steps of Counseling  Open – State purpose of discussion & identify importance of issue  Assess – Seek & Share information, Identify issues & concerns, discuss consequences.  Create - Seek & discuss ideas for improvement, explore any needed resources/support  Agree –identify specific actions, resources/support, ways to measure progress  Close – Summarize & restate expectations, confirm confidence & commitment

5. 4. Not following up on performance plans or written warnings.  Expectations, Problems, & Consequences have been set in writing and explained.  Supervisor should schedule follow up meetings and review the plan/warning to ensure expectations are being met at regular intervals.  If expectations are not being met, supervisors must follow through on consequences previously outlined.  Expectations, Problems, & Consequences have been set in writing and explained.  Supervisor should schedule follow up meetings and review the plan/warning to ensure expectations are being met at regular intervals.  If expectations are not being met, supervisors must follow through on consequences previously outlined.

6. 5. Not documenting performance or behavioral problems with employees.  Coaching/Counseling documentation:  Prepare notes, including examples  Use notes or discussion planner during employee meeting  Record post-meeting facts including employee comments  Copy appropriate files & provide copy to employee.  Document as if it will be published.  Coaching/Counseling documentation:  Prepare notes, including examples  Use notes or discussion planner during employee meeting  Record post-meeting facts including employee comments  Copy appropriate files & provide copy to employee.  Document as if it will be published.

7. The Importance of Employee Engagement  Employee Engagement – The state by which individuals are emotionally and intellectually committed to your organization, as measured by these behaviors:  Say: The employee speaks positively about the organization to co-workers, potential employees, and customers.  Stay: The employee has an intense desire to be a part of the organization, despite opportunities to work elsewhere.  Strive: The employee exerts extra effort and exhibits behaviors that contribute to organizational success.  Employee Engagement – The state by which individuals are emotionally and intellectually committed to your organization, as measured by these behaviors:  Say: The employee speaks positively about the organization to co-workers, potential employees, and customers.  Stay: The employee has an intense desire to be a part of the organization, despite opportunities to work elsewhere.  Strive: The employee exerts extra effort and exhibits behaviors that contribute to organizational success.

8. The Importance of Employee Engagement Why does Engagement Matter?  Gallup Organization’s Engaged Workers Index found that:  29% of workers are engaged in their work  54% were not engaged  17% were actively disengaged  If 71% of your employees are not engaged with their work, what does that mean for the success and sustainability of your organization?  When supervisors are disengaged, employees are: 12% less likely to stay; 13% less likely to be innovative Why does Engagement Matter?  Gallup Organization’s Engaged Workers Index found that:  29% of workers are engaged in their work  54% were not engaged  17% were actively disengaged  If 71% of your employees are not engaged with their work, what does that mean for the success and sustainability of your organization?  When supervisors are disengaged, employees are: 12% less likely to stay; 13% less likely to be innovative

9. Employee Engagement: What Employees want from their supervisors  Focus on me  Know me  Care about me  Hear me  Help me feel proud  Help me review my contributions  Equip me  Help me to see my value  Help me grow  Help me to see my importance  Help me to build mutual trust  Challenge me  Focus on me  Know me  Care about me  Hear me  Help me feel proud  Help me review my contributions  Equip me  Help me to see my value  Help me grow  Help me to see my importance  Help me to build mutual trust  Challenge me Actions speak louder than words. When you accept the role of leader, you’re committing to: Serve your employees, Sacrifice your time and energy, and Put your employee’s needs before your own. Organizations that have a “recognition culture” report employees are 5x more likely to feel valued.

10. Employee Satisfaction Surveys  My supervisor gives me regular feedback.  My supervisor has talked to me about my progress in the last six months.  My supervisor encourages me to develop my skills.  My supervisor treats me fairly.  My supervisor listens and responds to my needs and concerns.  My supervisor shares expectations with me.  My supervisor is available to answer questions.  My supervisor communicates changes affecting my work.  My supervisor teaches me how to identify and solve problems.  My supervisor provides me with constructive feedback to help me improve the quality of service to my customer.  I feel respected as a person by my supervisor.  My supervisor gives me regular feedback.  My supervisor has talked to me about my progress in the last six months.  My supervisor encourages me to develop my skills.  My supervisor treats me fairly.  My supervisor listens and responds to my needs and concerns.  My supervisor shares expectations with me.  My supervisor is available to answer questions.  My supervisor communicates changes affecting my work.  My supervisor teaches me how to identify and solve problems.  My supervisor provides me with constructive feedback to help me improve the quality of service to my customer.  I feel respected as a person by my supervisor.

11. Social Media  New Arkansas Law: ACT 1480 (HB1901) prohibits employers from requiring or requesting that a current or prospective employee disclose his or her username or password for a social media account or provide access to the content of his or her social media account.  Danger: When reviewing employee’s social media accounts you may view protected information about employees: personal & family medical issues, religious issues, genetic information, and protected complaints about discrimination. Best Practice: Don’t “friend” your direct reports.  If a decision maker views one of these items and then makes a discipline/employment decision it might be almost impossible to prove this information was not used in making the discipline/employment decision.  According to the NLRB complaints about employment conditions and supervisor conduct between employees on social media accounts are a protected activity  Are you monitoring what your employees are posting on your company/association social media accounts? Do you have the login and password information? If you are the one posting, ensure your technology is secured so that your accounts cannot be “hacked” by employees.  New Arkansas Law: ACT 1480 (HB1901) prohibits employers from requiring or requesting that a current or prospective employee disclose his or her username or password for a social media account or provide access to the content of his or her social media account.  Danger: When reviewing employee’s social media accounts you may view protected information about employees: personal & family medical issues, religious issues, genetic information, and protected complaints about discrimination. Best Practice: Don’t “friend” your direct reports.  If a decision maker views one of these items and then makes a discipline/employment decision it might be almost impossible to prove this information was not used in making the discipline/employment decision.  According to the NLRB complaints about employment conditions and supervisor conduct between employees on social media accounts are a protected activity  Are you monitoring what your employees are posting on your company/association social media accounts? Do you have the login and password information? If you are the one posting, ensure your technology is secured so that your accounts cannot be “hacked” by employees.