Learning to communicate better with subordinates is an easy yet very effective way to improve your performance as a manager. Conversely, dismissing the importance of being a good communicator can lead to troubles in the workplace and make a manager’s job infinitely more difficult. Below are some simple and effective tips to help you become a better communicator.
Listen – If you want to be a good communicator, you have to master the art of listening. Being a good listener means that you not only “hear” what the person is saying but you understand their point of view and the message the employee is hoping to get across. Frequently, misunderstandings are a result of poor listening. If you are unclear about the employee’s message then seek clarification and have them repeat the message.
Face-to-Face – With email and instant messaging it is easy to avoid having to communicate face-to-face. There are certain conversations, however, that you as a manager need to have face-to-face. For example, if you are discussing performance issues, personality conflicts, or other “sensitive” topics, it is better and more effective to have these conversations in person. It is far too easy to misinterpret email messages. If you want to document the conversation, then summarize it after you have spoken directly with the employee. Lastly, having conversations face-to-face allows you to witness the employee’s body language upon receiving your message – such information is invaluable.
Be Prepared – Manage by the mantra “think before your speak!” You are the manager and your word carries great weight. Plan ahead and know what you want to say, how you want the employee to accept your communication and what, if any, action you and the employee will take after the conversation. If you just “wing-it” you will likely make mistakes and muddy your message. Likewise, if you find yourself in an unexpected conversation with your employee – still think before you speak. Managers rarely get the luxury of taking back their words.
Be Direct – Good communicators don’t “sugar-coat” their message. You will be more successful at getting your message across if you are direct and to the point. Do not use language or terms that your employee is likely to not understand.
Improving your communication skills will undoubtedly help you to be a better and more effective manager.
© 2014 ePlace Solutions, Inc
Wednesday, January 22, 2014
2013 Top HR Mistakes
Virtually every organization faces certain “common” HR challenges. Based on our discussions with HR professionals and managers throughout the United States, we have identified the three most common HR mistakes of 2013. Our advice on how to prevent these mistakes from occurring (or re-occurring) in 2014 is also included below.
Number 1: Terminating or Disciplining Employees that Engaged in a Protected Activity
Subjecting an employee who has engaged in a “protected activity” to an adverse employment action can be an unlawful employment practice. The meaning of “protected activity” is broadly construed and includes, for example, complaining of unlawful employment practices (e.g. harassment, discrimination, unsafe working conditions), requesting and/or receiving an authorized leave of absence (e.g. FMLA, pregnancy leave, Workers’ Compensation), discussing working conditions (e.g. wages) and much more. Likewise, “adverse action” is also defined broadly. Adverse action includes any change to the employee’s conditions of employment (e.g. different schedule, position, responsibilities, etc.), discipline, and termination. Taking an adverse action after an employee engaged in a “protected activity” places your organization at risk for getting sued for unlawful retaliation. To reduce the risk for your organization, we advise that you refrain from taking adverse employment actions against this protected group of employees or, at a minimum, consult an employment attorney before taking any employment action against the employee.
Number 2: Failing to Correctly Pay Overtime
Federal law and most state laws require that employees receive overtime pay for hours worked in excess of the statutory minimum. Two common mistakes occur in regards to overtime pay: (1) employers fail to accurately track employees’ hours worked and (2) employers misclassify employees as exempt from overtime pay. Failing to correctly pay overtime will result in significant penalties and fines for the employer. It is the employer’s burden to track employee hours worked and to document those hours. Make sure that you have clear policies on getting supervisor pre-approval for overtime hours and documenting hours worked. Likewise, make sure that your organization has a clear and accurate understanding of the law governing overtime in your particular state. Some states, such as California, have very strict rules for
calculating overtime pay. In the New Year, conduct an audit of your employees and make sure that they are properly classified as exempt or non-exempt. If you find that you have misclassified an employee, contact an employment lawyer or HR consultant for advice on how to correct the error.
Number 3: Failure to Document Performance Problems and Prior Discipline
Organizations often neglect to document performance problems and prior discipline. Supervisors may talk with employees about performance issues but then the supervisor never documents the conversation. Being able to show that the employee was counseled about their issues and that there was ample opportunity to improve is critical. Above all, your organization should have a well-documented reason for terminating an employee. Even in “at-will” states, it is always better to have a reason for terminating an employee. Providing the employee with a reason for the termination makes it easier for the employee to understand why they were
terminated and hopefully prevents the employee from developing their own “reason”, i.e. they were fired because they were a women, etc. A well-documented reason is also essential if your organization is sued for wrongful termination. It is not enough to simply state that the employee has been routinely counseled about their performance issue – you will need proof. The proof is in the documentation. Your organization needs to stress the importance of documenting discussions involving employee performance. Talk to the employee and document the
date and subject of the meeting. Making a simple note of the conversation puts your organization in a far better position than having nothing to support the assertion that this employee has had ongoing problems. Remember, it will ultimately be the organization’s burden to show that the employee was terminated for a non-discriminatory reason.
© 2014 ePlace Solutions, Inc.
Number 1: Terminating or Disciplining Employees that Engaged in a Protected Activity
Subjecting an employee who has engaged in a “protected activity” to an adverse employment action can be an unlawful employment practice. The meaning of “protected activity” is broadly construed and includes, for example, complaining of unlawful employment practices (e.g. harassment, discrimination, unsafe working conditions), requesting and/or receiving an authorized leave of absence (e.g. FMLA, pregnancy leave, Workers’ Compensation), discussing working conditions (e.g. wages) and much more. Likewise, “adverse action” is also defined broadly. Adverse action includes any change to the employee’s conditions of employment (e.g. different schedule, position, responsibilities, etc.), discipline, and termination. Taking an adverse action after an employee engaged in a “protected activity” places your organization at risk for getting sued for unlawful retaliation. To reduce the risk for your organization, we advise that you refrain from taking adverse employment actions against this protected group of employees or, at a minimum, consult an employment attorney before taking any employment action against the employee.
Number 2: Failing to Correctly Pay Overtime
Federal law and most state laws require that employees receive overtime pay for hours worked in excess of the statutory minimum. Two common mistakes occur in regards to overtime pay: (1) employers fail to accurately track employees’ hours worked and (2) employers misclassify employees as exempt from overtime pay. Failing to correctly pay overtime will result in significant penalties and fines for the employer. It is the employer’s burden to track employee hours worked and to document those hours. Make sure that you have clear policies on getting supervisor pre-approval for overtime hours and documenting hours worked. Likewise, make sure that your organization has a clear and accurate understanding of the law governing overtime in your particular state. Some states, such as California, have very strict rules for
calculating overtime pay. In the New Year, conduct an audit of your employees and make sure that they are properly classified as exempt or non-exempt. If you find that you have misclassified an employee, contact an employment lawyer or HR consultant for advice on how to correct the error.
Number 3: Failure to Document Performance Problems and Prior Discipline
Organizations often neglect to document performance problems and prior discipline. Supervisors may talk with employees about performance issues but then the supervisor never documents the conversation. Being able to show that the employee was counseled about their issues and that there was ample opportunity to improve is critical. Above all, your organization should have a well-documented reason for terminating an employee. Even in “at-will” states, it is always better to have a reason for terminating an employee. Providing the employee with a reason for the termination makes it easier for the employee to understand why they were
terminated and hopefully prevents the employee from developing their own “reason”, i.e. they were fired because they were a women, etc. A well-documented reason is also essential if your organization is sued for wrongful termination. It is not enough to simply state that the employee has been routinely counseled about their performance issue – you will need proof. The proof is in the documentation. Your organization needs to stress the importance of documenting discussions involving employee performance. Talk to the employee and document the
date and subject of the meeting. Making a simple note of the conversation puts your organization in a far better position than having nothing to support the assertion that this employee has had ongoing problems. Remember, it will ultimately be the organization’s burden to show that the employee was terminated for a non-discriminatory reason.
© 2014 ePlace Solutions, Inc.
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