How To Prevent Them From Saying "That's Not Fair!"

Last week’s blog posting may have raised a few questions for some people. Isn’t rewarding only some employees showing favoritism? Wouldn’t that foment poor morale and complaints from those who don’t get those extra perks such as more flex time or the coveted office chair?

It might, if you aren’t clear about your expectations, and consistent about asking for accountability and rewarding positive behavior.

What behaviors do you reinforce? Are your employees clear about which behaviors are desirable and which aren’t? Don’t assume they are. The only thing you can assume is what is obvious to you, is obvious to you and not necessarily to anyone else.

I remember a story one client told me about an employee who seemed surprised when he was told his cynical attitude was holding him back. Attitude is not usually a category on a performance evaluation. However, this employee should have been coached and given feedback on the impact his attitude had on his team and his own career.

Regardless of whether a behavior is measured on a performance appraisal, any action that impacts one’s career, their team, the customer, or the organization needs to be commented on. If it positively impacts others, then every team member should know that it is a desired behavior. If it has a negative impact, then the person exhibiting that behavior needs to be taken aside and educated and coached about how to change. It is remarkable how many employees are not aware of the impact of their behavior, so be sure they understand the depth and the extent of it.

In order to ensure that the cries of “unfair!” and “you’re the teacher’s pet!” aren’t heard among your team members, follow these guidelines:

1. Be super-specific about what your expectations are regarding performance and professionalism. Never assume others know what they are.

2. Verbally praise those whose actions and attitudes positively affect the team and the organization. Praise in public, so others know what is valued.

3. Educate and coach your employees about what actions and attitudes negatively affect the team and organization. Ensure they understand the extent of their influence and how others (including themselves) are impacted. Correct individuals in private.

4. Be consistent and timely in asking for accountability, and in providing verbal praise and coaching.

5. Be consistent in rewarding those who exhibit high performance, increased responsibility, and exceptional results.

When someone shows they can take on added responsibility and freedom, you give it to them. If they don’t you don’t. It is just like having children: when they show they are responsible, you can let them stay up later, do more activities, and have more privileges. When employees show they are responsible by performing above expectations consistently, you give them more privileges too. Just make sure you adhere to your own guidelines about what those expectations are, and what privileges go with them. And make sure your employees know that too.

If you do this, you won’t have to contend with grumbling about unfair treatment and favoritism. It will be obvious to all what they have to do to gain more perks and experience “re-recruitment”.

Arrogant Pilot
Top Gunat MOVIECLIPS.com

Top performers know what is expected of them, and everyone should know what it takes to be a top performer, and what the rewards are.

Invest in Your Best: Re-Recruit Your Top Performers

Listening to my friends’ tales of their Valentine’s Days last week reminded me of well, business. Yes, okay, I love my work, but I don’t think of it as a valentine. What I mean is that all the “re-romancing” my lucky girlfriends and I received is somewhat similar to the practice of “re-recruiting”.

In both instances, the object of your attention is reminded of how much they are valued by you. You want to keep them around. You appreciate all they do. You make the effort to give them some attention and maybe a little something so they know that.

Performance reviews are an obvious time to engage in re-recruiting, but any time is a good time to let your key personnel know that you notice all they do and want to reward them for it. Sit down with your top 20% and let them know that you value their talent and contribution and want them to be with the company next year too. Ask, “What will it take for that to happen?”

Re-recruitment doesn’t have to be lavish or expensive. Listening to what your valued employee wants or says “would be nice” and then providing it can make all the difference in the world. Do they complain about their chair? Get them a new one. Do they want more flex time? Authorize that. First of all, you listened. That doesn’t happen enough, and it makes the listened-to feel like they are important and worthy. If you empathize when you listen, you are way ahead . And if you act on what you heard, then you just finished with a gold medal.

Now is the time to re-recruit your standout employees, says Max Messmer, chairman of Accountemps and author of Motivating Employees For Dummies. "Indispensable workers who helped businesses stay afloat during tough times will have new career options as conditions improve," says Messmer. "Employers need to make retention of top performers a high priority or risk losing these key players and, possibly, their competitive advantage."

"Let your top performers know they have a clear career path within the organization and re-evaluate compensation levels to make sure they're in line with what other firms in your industry are paying for similar positions."

A recent WorldatWork study found that nationally, the top recruiting trend has been the re-recruitment of current employees.

"If you don’t want your top talent walking out the door, be sure to re-recruit and re-engage them now," said Marcia Rhodes, spokesperson for the global HR association. "Compensation is no longer the big draw, total rewards are. By total rewards I mean the deliberate integration of pay, benefits, work-life, recognition and career development to motivate and retain top talent."

Rhodes added that the pay cuts and pay freezes of the past 18 months have left employees demoralized, and many studies indicate that a high percentage of employees plan to look for new jobs once the economy recovers.

Re-recruitment is a necessity if you want to keep your best employees, regardless of the state of the economy.  And letting them know you value them, directly and often, is important.  Don't assume they know. 

The key point to remember is:  Invest in your best!