Sorry for the break in service. A shoulder operation has made it tricky to write recently and, furthermore, teaching voice recognition software how to recognise my voice and write text that is recognised as English has proved challenging too!
I’m still not 100% fit, and I’m a couple of weeks away from resuming the regular articles. However, in the interim, I came across some results from a poll from Monster.co.uk (one of the major online job boards) and believe they should be publicised.
The statistics were not surprising but were still disappointing. They certainly will not help employers hire the best candidates for their roles.
Here are the results:-
“A lack of preparation by both candidates and interviewers is creating a culture of fear and stress around job interviews, according to a new poll from Monster.co.uk. Apparently one in seven candidates (15%) have actually been reduced to tears by a job interview. Results from the poll show that stress is caused by lack of effort from prospective employers, with arrogance (62%), poor preparation (42%) and irrelevant questions (43%) being identified as the most off-putting interviewer habits. In fact, almost a third (30%) of interviewers admitted that they had forgotten a candidate’s name, with over a quarter (28%) confessing they had gone to interviews unprepared. And, with the research revealing that first impressions really do count, 54% of employer respondents admitted they took an instant dislike to a candidate.”
We are all busy and interviewing is time consuming. Remember though you have already committed to conduct the interview which should run for an hour, so if you have prepared properly, arming yourself with the correct job requirements and behaviours that you are looking for, the preparation for the interview should be quick.
Fifteen minutes preparation ensures good questions, low stress for all parties and prevents you making purely ‘gut feel’ decisions: A well prepared and properly run interview ensures the candidate will be interested in your opportunity and gives you the control to decide if you want to hire them or not.
Read the previous articles to refresh yourself on how to run the process or contact me, Colin Lapthorn, personally for a quick overview and assistance on your particular issues – Tel: 07912 380042.
MAXIMISING THE RESULTS OF A STAFF REVIEW MEETING
In the last issue we looked at the running order of a review meeting and how to ensure that it runs for an hour rather than drifting on inconclusively for a much longer period of time.
Over the next couple of issues we will look at some of the crucial aspects of the meeting and how to ensure they run smoothly, so that reviews result in you and your employees feeling motivated and ready to meet the challenges of the next period.
(It might be useful to refer back to the previous issue to re-familiarise yourself with the running order as we run through this.)
Maximising the results: the introduction.
In the last issue we emphasised the importance of putting yourself and the employee at ease and building rapport. This is vital for the success of the whole meeting.
Once you are both comfortable then you can take control and explain the purpose of the meeting. This introduction should set the whole tone of the meeting and the better prepared you are for it the more likely you are to obtain the results you are seeking. The way to achieve this is to ensure that the employee’s mindset is positive in the first place, rather than negative and defensive.
There is a term in NLP (Neuro-Linguistic Programming) called 'pre-framing'. I have used the technique in my business dealings for some time but until I learned more about NLP I didn’t have a label to attach to it, which made it harder to explain and train others in. Simply put, pre-framing is looking at the likely objections and dealing with them before they arise in a conversation.
So, before the review, think about the likely concerns that your employee might have as they enter the meeting, and remember back to when you had your first review by a manager with whom you had no working history.
As well as you might have felt you had worked, you will have approached the meeting with trepidation and you will have been worried about your boss’s views on you; his or her perception of your performance and the outcomes. You may even have been concerned about keeping your job. List the concerns that you had and think about the concerns that will be going through your employee's mind.
The review meeting would be a lot more positive if your employee came in without those concerns, and the whole experience would then become much more open and constructive. So, the question is, how can we 'pre-frame' these concerns? A statement along the lines of the following would be a major step to achieving this.
“Right, before we start, I just want to run through the reason for the meeting and how I conduct them so that they work really well for you and I. Sometimes at the start people can feel anxious which is fair enough but they quickly realise that reviews with me are friendly, constructive and motivating. And they provide an open platform for us to develop you and your career and meet the business aims too. So, actually we are going to have a really constructive meeting and come out feeling positive and motivated and make a real difference over the next month.”
The statement is non-specific and acknowledges that there may be a little anxiety and re-assures. It sets the tone for the meeting so that, provided you do hold the meeting in the manner you have stated, it will run well.
Over time, once the employee has experienced a few positive, constructive and motivating reviews with you, the pre-framing will not be so relevant. On the basis of their positive experiences, they will approach the review with relish and even when something hasn’t gone as well as it should have, they will be prepared for the constructive conversation and be able to explain what they would do differently next time - so the difficult part of the review passes by without issues and has a very positive result.
In my view, how you set up and introduce the review are the most important aspects of ensuring that the review runs well.
Next Time
Next time we look at hints and techniques to ensure the review meeting itself runs smoothly.
Over the next couple of issues we will look at some of the crucial aspects of the meeting and how to ensure they run smoothly, so that reviews result in you and your employees feeling motivated and ready to meet the challenges of the next period.
(It might be useful to refer back to the previous issue to re-familiarise yourself with the running order as we run through this.)
Maximising the results: the introduction.
In the last issue we emphasised the importance of putting yourself and the employee at ease and building rapport. This is vital for the success of the whole meeting.
Once you are both comfortable then you can take control and explain the purpose of the meeting. This introduction should set the whole tone of the meeting and the better prepared you are for it the more likely you are to obtain the results you are seeking. The way to achieve this is to ensure that the employee’s mindset is positive in the first place, rather than negative and defensive.
There is a term in NLP (Neuro-Linguistic Programming) called 'pre-framing'. I have used the technique in my business dealings for some time but until I learned more about NLP I didn’t have a label to attach to it, which made it harder to explain and train others in. Simply put, pre-framing is looking at the likely objections and dealing with them before they arise in a conversation.
So, before the review, think about the likely concerns that your employee might have as they enter the meeting, and remember back to when you had your first review by a manager with whom you had no working history.
As well as you might have felt you had worked, you will have approached the meeting with trepidation and you will have been worried about your boss’s views on you; his or her perception of your performance and the outcomes. You may even have been concerned about keeping your job. List the concerns that you had and think about the concerns that will be going through your employee's mind.
The review meeting would be a lot more positive if your employee came in without those concerns, and the whole experience would then become much more open and constructive. So, the question is, how can we 'pre-frame' these concerns? A statement along the lines of the following would be a major step to achieving this.
“Right, before we start, I just want to run through the reason for the meeting and how I conduct them so that they work really well for you and I. Sometimes at the start people can feel anxious which is fair enough but they quickly realise that reviews with me are friendly, constructive and motivating. And they provide an open platform for us to develop you and your career and meet the business aims too. So, actually we are going to have a really constructive meeting and come out feeling positive and motivated and make a real difference over the next month.”
The statement is non-specific and acknowledges that there may be a little anxiety and re-assures. It sets the tone for the meeting so that, provided you do hold the meeting in the manner you have stated, it will run well.
Over time, once the employee has experienced a few positive, constructive and motivating reviews with you, the pre-framing will not be so relevant. On the basis of their positive experiences, they will approach the review with relish and even when something hasn’t gone as well as it should have, they will be prepared for the constructive conversation and be able to explain what they would do differently next time - so the difficult part of the review passes by without issues and has a very positive result.
In my view, how you set up and introduce the review are the most important aspects of ensuring that the review runs well.
Next Time
Next time we look at hints and techniques to ensure the review meeting itself runs smoothly.
HOLDING THE STAFF REVIEW MEETING
In the previous issue we looked at why reviewing during a probationary period is so important to the success of the new member of staff, in terms of assisting them in their personal growth, ensuring that they are fitting into your organisation and carrying out the role that you want them to, and helping them take on more responsibility within your organisation so that they can truly make a difference to your business.
We also looked at how to prepare for a staff review, including the areas to cover during the review, where and when to hold it and how to create the right environment to show that you care and allow you and the member of staff to converse openly and safely.
In this edition we look at how to conduct the review to ensure that motivation is maintained and grown, so that the employee performs to their maximum, and at how to achieve this whilst being mindful of your own time. The aim should be that review meetings are properly beneficial for you too, rather than an arduous chore solely for the benefit of new employee.
The Start Of The Meeting
Whatever you call the review, be it a meeting, an appraisal, an assessment or whatever, the member of staff will be nervous and concerned. For the review to be effective and positive the employee needs to be made to feel comfortable and relaxed in much the same way as if you were about to interview for a new post; the goal is to ensure that the conversation is open and honest between the two of you.
To this end, when the employee enters the room offer them a drink and enjoy some pleasantries rather than wading straight in. This will also relax you, too, as it is important that you are receptive and able to listen properly, and not simply geared-up to dive in and pick them up on aspects of their performance where you feel they could do better.
You will notice when the employee has relaxed as the atmosphere palpably changes and there will be a certain level of rapport between the two of you. You should also become aware that you are yourself calmer and ready to carry on in a positive frame of mind.
Once you become aware that the necessary rapport has been established, it will feel like the natural time to move on to the real business of the meeting, and you can take control and run through the points that need to be covered.
The Running Order Of The Meeting
Most of us will have been in a review at one time or another and will have varied experiences of them. The generally accepted way of running them, and certainly the way I have found that they work most effectively, is to run them in the following sequence:
1 – Employee to discuss performance, achievements and accomplishments and where they feel they need more assistance.
2 – Employee to discuss how they could develop and improve their performance which might include training, new assignments or new challenges.
3 – Manager to discuss performance with the employee and how they could achieve better performance including reviewing the data from the period under consideration.
4 – Manager to discuss their thoughts on the employee’s ideas on how to develop their role and performance.
5 – Jointly discuss areas of agreement and disagreement on the employee’s performance and reach consensus. The manager will probably be correct with their view with more experience, but for the review to be motivating and increase productivity it is important that they have the employee buy-in.
6 – Discuss specific areas of responsibility for the next part of the overall probationary period.
7 – Agree performance criteria and expected standards for the next period.
8 – Set the “SMART” goals to be met by the next review and why they are important to the employees development and to the business. (See the last issue for a brief explanation of “SMART.”)
9 – Agree the measurements for success with each goal.
10 – If previously-set goals have been achieved, discuss ways that goals that are important to the employee can be met, from their point of view.
11 – If the performance is poor:
13 – Discuss any other matter the manager or employee would like to discuss.
14 – Set a time for the next meeting.
15 – If the notes have been written legibly both sign them to evidence that the meeting took place.
16 – Close the meeting with the manager being positive about the outcomes and expressing confidence that the employee can achieve the goals and that the manager is available to provide assistance in achieving these plans.
That running order may look daunting at first sight but the reality is that the review should only take about an hour. With practice and some idea of the right amount of time each party should be speaking for, this does become quite easy to achieve in practice.
For instance, for points one and two I would allow the employee to talk for up to 15 minutes. I would expect to talk for something like 15 minutes during points three and four. Point five needs to be covered patiently and without raised voices and should be covered in five minutes or so, and thereafter you should find the remainder of the review will run quickly as any potential areas of dispute have been covered.
The key point to remember throughout the review is that it is important to hear the employee out and understand where they are coming from. You should be conducting the meeting with the goal of helping the employee.
Passions can run high in areas of disagreement and simply using your authority may ensure that you win your argument. However, that approach will be extremely detrimental to your relationship with the member of staff and de-motivate them, leading to their performance becoming a consistent issue - which is entirely the opposite of what a review process should be there to achieve. Instead of simply using your management position to 'win' any dispute, listen to and work with your new member of staff so that you get the best out of them, and they get the best out of their new employment.
Whilst this and our previous issue have been focusing on the probation review, the above process is one that can be used for any staff reviews in your business. By sticking to this format, your employees will become used to the running order and will come in fully prepared. Subsequently, the sharing of information and the clear focus of the meeting will produce excellent results and motivation for both your employees and you.
Next Time:
In the next issue we will look at the content of the meeting in greater detail and how to conduct it so that it does run within the timelines you set out. The result will be that you and the employee will be able to come out of a review meeting feeling it was a beneficial and positive experience, with both of you motivated and looking forward to achieving the agreed goals by the time of the next meeting.
We also looked at how to prepare for a staff review, including the areas to cover during the review, where and when to hold it and how to create the right environment to show that you care and allow you and the member of staff to converse openly and safely.
In this edition we look at how to conduct the review to ensure that motivation is maintained and grown, so that the employee performs to their maximum, and at how to achieve this whilst being mindful of your own time. The aim should be that review meetings are properly beneficial for you too, rather than an arduous chore solely for the benefit of new employee.
The Start Of The Meeting
Whatever you call the review, be it a meeting, an appraisal, an assessment or whatever, the member of staff will be nervous and concerned. For the review to be effective and positive the employee needs to be made to feel comfortable and relaxed in much the same way as if you were about to interview for a new post; the goal is to ensure that the conversation is open and honest between the two of you.
To this end, when the employee enters the room offer them a drink and enjoy some pleasantries rather than wading straight in. This will also relax you, too, as it is important that you are receptive and able to listen properly, and not simply geared-up to dive in and pick them up on aspects of their performance where you feel they could do better.
You will notice when the employee has relaxed as the atmosphere palpably changes and there will be a certain level of rapport between the two of you. You should also become aware that you are yourself calmer and ready to carry on in a positive frame of mind.
Once you become aware that the necessary rapport has been established, it will feel like the natural time to move on to the real business of the meeting, and you can take control and run through the points that need to be covered.
The Running Order Of The Meeting
Most of us will have been in a review at one time or another and will have varied experiences of them. The generally accepted way of running them, and certainly the way I have found that they work most effectively, is to run them in the following sequence:
1 – Employee to discuss performance, achievements and accomplishments and where they feel they need more assistance.
2 – Employee to discuss how they could develop and improve their performance which might include training, new assignments or new challenges.
3 – Manager to discuss performance with the employee and how they could achieve better performance including reviewing the data from the period under consideration.
4 – Manager to discuss their thoughts on the employee’s ideas on how to develop their role and performance.
5 – Jointly discuss areas of agreement and disagreement on the employee’s performance and reach consensus. The manager will probably be correct with their view with more experience, but for the review to be motivating and increase productivity it is important that they have the employee buy-in.
6 – Discuss specific areas of responsibility for the next part of the overall probationary period.
7 – Agree performance criteria and expected standards for the next period.
8 – Set the “SMART” goals to be met by the next review and why they are important to the employees development and to the business. (See the last issue for a brief explanation of “SMART.”)
9 – Agree the measurements for success with each goal.
10 – If previously-set goals have been achieved, discuss ways that goals that are important to the employee can be met, from their point of view.
11 – If the performance is poor:
- Jointly put together a performance plan.
- Set up more regular reviews to help the employee overcome the issues and bring them back to where they are expected to be.
- Remind the employee of the consequences of continued under-performance.
13 – Discuss any other matter the manager or employee would like to discuss.
14 – Set a time for the next meeting.
15 – If the notes have been written legibly both sign them to evidence that the meeting took place.
16 – Close the meeting with the manager being positive about the outcomes and expressing confidence that the employee can achieve the goals and that the manager is available to provide assistance in achieving these plans.
That running order may look daunting at first sight but the reality is that the review should only take about an hour. With practice and some idea of the right amount of time each party should be speaking for, this does become quite easy to achieve in practice.
For instance, for points one and two I would allow the employee to talk for up to 15 minutes. I would expect to talk for something like 15 minutes during points three and four. Point five needs to be covered patiently and without raised voices and should be covered in five minutes or so, and thereafter you should find the remainder of the review will run quickly as any potential areas of dispute have been covered.
The key point to remember throughout the review is that it is important to hear the employee out and understand where they are coming from. You should be conducting the meeting with the goal of helping the employee.
Passions can run high in areas of disagreement and simply using your authority may ensure that you win your argument. However, that approach will be extremely detrimental to your relationship with the member of staff and de-motivate them, leading to their performance becoming a consistent issue - which is entirely the opposite of what a review process should be there to achieve. Instead of simply using your management position to 'win' any dispute, listen to and work with your new member of staff so that you get the best out of them, and they get the best out of their new employment.
Whilst this and our previous issue have been focusing on the probation review, the above process is one that can be used for any staff reviews in your business. By sticking to this format, your employees will become used to the running order and will come in fully prepared. Subsequently, the sharing of information and the clear focus of the meeting will produce excellent results and motivation for both your employees and you.
Next Time:
In the next issue we will look at the content of the meeting in greater detail and how to conduct it so that it does run within the timelines you set out. The result will be that you and the employee will be able to come out of a review meeting feeling it was a beneficial and positive experience, with both of you motivated and looking forward to achieving the agreed goals by the time of the next meeting.
CONDUCTING SUCCESSFUL STAFF REVIEWS
Following our last issue, we now have an understanding of how to use the probationary period to ensure that the new employee delivers what he/she promised to deliver.
At the same time it is also vital that the new employee is made to feel comfortable in their new role. Never forget that probationary periods are two-way - which means that it is easier for new staff to leave during this time.
To ensure that you as the hiring manager will be happy if your new employee passes their probation, you should conduct regular reviews. (In fact, in my view regular reviews should be conducted for the duration of the employee’s career with you.) In this article I look at preparing for these reviews.
It is very hard to find guidance on how to prepare and set the parameters for a review so we usually adopt the style of the managers who have reviewed us in the past. This can be good if they were good, but the opposite can easily be just as true. So, whilst some of the following may seem very simple, it is nevertheless important to apply this approach to ensure for maximum efficacy and a motivated and well-performing employee.
So, What Should Be Reviewed?
If you have followed the hiring process detailed in previous issues of this blog, the subjects to be covered in the reviews will have been covered in your initial job description and requirements from the behaviours you were expecting and interviewing for.
Rather than spend a large portion of this issue running through those here, I will refer you to the relevant blog entries for June 2010
“Making Job Descriptions Work For You” Part 1
“Making Job Descriptions Work For You” Part 2
“Making Job Descriptions Work For You” Part 3
So, following that approach means we will have established the outcomes we are looking for during the interview process and agreed them during the induction and initial training period. This means we can now set out to review against these outcomes.
Borrowing from my examples from the earlier issues, the expected outcomes for a new recruiter are detailed below after 30 and 90 days of employment.
In 30 days
In 90 days
This provides for clear criteria to be reviewed at the start of the employment and throughout the probation period.
Likewise, ongoing targets and behavioural expectations can be agreed and set for future reviews - both once the initial criteria have been met within the probation period and thereafter, once the probation period has been passed.
If handled correctly and professionally, these reviews can be highly motivational to your staff by providing ongoing challenges to them which will enhance their career and standing within your business, increase their skills and competencies and make them feel valued within the business - all of which will, in turn, increase their productivity.
In order to set appropriate and challenging targets remember the 'SMART' maxim: the targets should be:
Specific – detail the objective
Measurable – the parameters for success
Achievable – can they be achieved and have they been agreed by all parties?
Realistic – are the expectations realistic?
Time – the start and end time for the objective to be achieved.
Preparing For The Review:
When agreeing the review time and date let the employee know what you would like to cover. If the targets are “SMART” and have been agreed by both parties then both parties can prepare prior to the review by looking at the specific achievements and whether they have been achieved or not.
Normally the conversation will be about the specific targets but if additional points should be covered then it is wise to let the employee know in advance as well. That said, if there is a behavioural concern around attitude or treatment of colleagues or clients then I would bring this up in the review rather than prior to the review so that the issue can be covered informally without being marked on the employees records. This also prevents a drop in performance whilst the staff member worries about what will happen before the meeting has happened.
When And Where To Conduct The Review:
Reviews can be conducted formally at a set time or informally at the desk.
My preference is to review regularly at the desk and to formally review away from the desk on a monthly basis.
My regular reviews are daily to start with and move to weekly as the person settles in and is moving forward. My aim is to gain from these an understanding of how the employee is organising and planning, and to run through how they carry out their tasks in the live environment. These reviews can usually be conducted at short notice and are much more effective at the desk as -
a) you can often show them more effective ways of carrying out their day-to-day tasks and show them and their colleagues, who will be paying attention even though they are not being reviewed, how to be most effective.
b) it enables you to see that they are thinking about what they are doing and will ensure that the whole team does. This in turn ensures a better experience for your customers.
c) it allows you to praise them in front of others.
I provide a few days notice for the monthly reviews and set aside an hour for the review and ensure that there is private room/office to conduct it in.
The Environment:
The environment for conducting a formal review is very important and it should be akin to the environment you create when you set up interviews.
To be effective, it is vital from the outset that the employee feels safe to talk to you and that their development and concerns are important to you. The review should therefore be held in a closed room or, failing that, in a secluded area where interruptions are unlikely. Public places or open plan offices do not create an environment where an employee can feel comfortable being open and honest about their performance. Further, if there are aspects of their performance that you are not happy with then discussing this privately is always a good thing for the employee and - if handled correctly - motivational too. On the other hand, if problems are dealt with in an open environment in front of others, that can severely damage trust and the motivation of the employee and the team around them.
It is also important to ensure that you cannot be interrupted, your phone is off and that your attention is fully with the employee for the duration of the meeting. As with the interview, having a clock in your eye line is helpful so that you can track time without looking at your watch, which is a huge distraction to the employee and creates the impression that you are not really focused on the review.
Again like an interview, it is important that the employee is put at ease so that they are open and honest with you. So, start with small talk about themselves and how things are going just to create a more relaxed feel before you start the review itself.
Next Tme:
In the next article we will look at how to conduct the review.
At the same time it is also vital that the new employee is made to feel comfortable in their new role. Never forget that probationary periods are two-way - which means that it is easier for new staff to leave during this time.
To ensure that you as the hiring manager will be happy if your new employee passes their probation, you should conduct regular reviews. (In fact, in my view regular reviews should be conducted for the duration of the employee’s career with you.) In this article I look at preparing for these reviews.
It is very hard to find guidance on how to prepare and set the parameters for a review so we usually adopt the style of the managers who have reviewed us in the past. This can be good if they were good, but the opposite can easily be just as true. So, whilst some of the following may seem very simple, it is nevertheless important to apply this approach to ensure for maximum efficacy and a motivated and well-performing employee.
So, What Should Be Reviewed?
If you have followed the hiring process detailed in previous issues of this blog, the subjects to be covered in the reviews will have been covered in your initial job description and requirements from the behaviours you were expecting and interviewing for.
Rather than spend a large portion of this issue running through those here, I will refer you to the relevant blog entries for June 2010
“Making Job Descriptions Work For You” Part 1
“Making Job Descriptions Work For You” Part 2
“Making Job Descriptions Work For You” Part 3
So, following that approach means we will have established the outcomes we are looking for during the interview process and agreed them during the induction and initial training period. This means we can now set out to review against these outcomes.
Borrowing from my examples from the earlier issues, the expected outcomes for a new recruiter are detailed below after 30 and 90 days of employment.
In 30 days
- To be fully cognisant of our database and able to demonstrate an in-depth ability to perform searches and enter all conversations on it.
- To be able to present a complete overview of the technical speciality they work in.
- To be able to have informed conversations with candidates in their sector.
In 90 days
- To have met the targets set, leading through the recruitment process from obtaining the role, submitting CVs and setting up interviews; and having basic control of the process.
- To be able to effectively present candidates to clients.
- To be able to plan the day effectively and unsupervised.
This provides for clear criteria to be reviewed at the start of the employment and throughout the probation period.
Likewise, ongoing targets and behavioural expectations can be agreed and set for future reviews - both once the initial criteria have been met within the probation period and thereafter, once the probation period has been passed.
If handled correctly and professionally, these reviews can be highly motivational to your staff by providing ongoing challenges to them which will enhance their career and standing within your business, increase their skills and competencies and make them feel valued within the business - all of which will, in turn, increase their productivity.
In order to set appropriate and challenging targets remember the 'SMART' maxim: the targets should be:
Specific – detail the objective
Measurable – the parameters for success
Achievable – can they be achieved and have they been agreed by all parties?
Realistic – are the expectations realistic?
Time – the start and end time for the objective to be achieved.
Preparing For The Review:
When agreeing the review time and date let the employee know what you would like to cover. If the targets are “SMART” and have been agreed by both parties then both parties can prepare prior to the review by looking at the specific achievements and whether they have been achieved or not.
Normally the conversation will be about the specific targets but if additional points should be covered then it is wise to let the employee know in advance as well. That said, if there is a behavioural concern around attitude or treatment of colleagues or clients then I would bring this up in the review rather than prior to the review so that the issue can be covered informally without being marked on the employees records. This also prevents a drop in performance whilst the staff member worries about what will happen before the meeting has happened.
When And Where To Conduct The Review:
Reviews can be conducted formally at a set time or informally at the desk.
My preference is to review regularly at the desk and to formally review away from the desk on a monthly basis.
My regular reviews are daily to start with and move to weekly as the person settles in and is moving forward. My aim is to gain from these an understanding of how the employee is organising and planning, and to run through how they carry out their tasks in the live environment. These reviews can usually be conducted at short notice and are much more effective at the desk as -
a) you can often show them more effective ways of carrying out their day-to-day tasks and show them and their colleagues, who will be paying attention even though they are not being reviewed, how to be most effective.
b) it enables you to see that they are thinking about what they are doing and will ensure that the whole team does. This in turn ensures a better experience for your customers.
c) it allows you to praise them in front of others.
I provide a few days notice for the monthly reviews and set aside an hour for the review and ensure that there is private room/office to conduct it in.
The Environment:
The environment for conducting a formal review is very important and it should be akin to the environment you create when you set up interviews.
To be effective, it is vital from the outset that the employee feels safe to talk to you and that their development and concerns are important to you. The review should therefore be held in a closed room or, failing that, in a secluded area where interruptions are unlikely. Public places or open plan offices do not create an environment where an employee can feel comfortable being open and honest about their performance. Further, if there are aspects of their performance that you are not happy with then discussing this privately is always a good thing for the employee and - if handled correctly - motivational too. On the other hand, if problems are dealt with in an open environment in front of others, that can severely damage trust and the motivation of the employee and the team around them.
It is also important to ensure that you cannot be interrupted, your phone is off and that your attention is fully with the employee for the duration of the meeting. As with the interview, having a clock in your eye line is helpful so that you can track time without looking at your watch, which is a huge distraction to the employee and creates the impression that you are not really focused on the review.
Again like an interview, it is important that the employee is put at ease so that they are open and honest with you. So, start with small talk about themselves and how things are going just to create a more relaxed feel before you start the review itself.
Next Tme:
In the next article we will look at how to conduct the review.
HOW TO USE THE PROBATIONARY PERIOD
Last year we looked at how to make a good hire and induct the person into the business successfully. We also talked about how important first impressions are during the interview process and when the person first starts at your company, so that the new recruit settles in quickly and feels wanted. Now we have to ensure that they perform.
In this edition I will look at how best to use the probationary period, and I'll explore retaining staff in future issues.
Employee Rights Within The Probationary Period:
Employers normally operate a three- to six-month probationary period for a new employee, before the person is confirmed as a full member of staff. This is the period for you, the employer, to decide that you have made the right decision and for the new employee to do the same.
During the probation period the new employee is afforded the same rights as the existing employees. However, if you decide to let the probationer go during this period then they are only due the specified notice period applicable to their probation, which is usually a week rather than a month. Unfair dismissal cannot be claimed unless the reason is for harassment or some form of discrimination. (If the the probationary period has lasted longer than a year then you would have to go through the statutory dismissal process.)
It's A Two-Way Street:
A probationary period allows you, the employer to ensure that what was promised in the interview is delivered by the new employee. It also means that, provided you act sensibly, you can let the person go if the person isn’t working out without having to carry out the usual two- or three-stage warning procedure.
If you are generally happy with the performance of the new employee but continue to have a few concerns at the end of a probationary period, then the probation can be extended via a review on or before the end of the first period. You will also need to provide a follow-up in writing, detailing the period of the extension and the areas which require improvement.
It is also a fact that a new hire is most likely to leave within six months of joining you. This means that you have to look after the new employee!
It is important to realise that probationary periods are two way and if the conditions promised by you in the interview don’t materialise then your new member of staff could leave on minimal notice and you'll have to go through the hiring process again, with little or no tangible gain from the first recruit during the short time they worked for you.
In short, always remember that the probationary period is an important time for all parties.
How To Ensure That The Relationship Works:
When somebody new starts it is fair to say that they will need guidance even if they have carried out a similar role at a previous employer because no two working environments are the same.
Therefore, you or someone who you trust and understands the role to be carried out should show the person how the tasks are carried out in your organisation.
Your role, or that of the team leader or HR, is to review progress regularly with the new employee so they understand how they are progressing - with praise where they have performed well and explanation as to where improvement is needed. This will allow you to pinpoint any training needs to ensure that role is carried out satisfactorily in the future and it also allows the new employee to air any concerns.
After each review it is useful to document the progress in your own records and in writing to the new employee. This avoids ambiguity, provides motivation if the employee is doing well and clarity on what is required. It can also be useful if a grievance is lodged at a later time, or as an evidentiary trail if you feel you either have to extend the probation period or terminate the employment during or at the end of the probation period.
The Dangers:
This may all seem straightforward, but in the work environment there are always lots of pulls on a manager's time and it is all too easy to overlook the activities which will ensure that you are on keeping on top of a new employee's performance and showing them that you care and are trying to help them be successful. As a result, the new employee frequently receives attention in the first week or two and is then more-or-less ignored. By the time they are formally reviewed towards the end of the probationary period they can have established working patterns which may not be acceptable or their morale is low and retaining them will prove a real challenge.
In Summary:
Used correctly, the probationary period is an excellent tool to ensure that the new employee is performing in the way you want and is motivated, committed and happy working with you and your organisation. It allows you to be fair and highlight areas which require improvement, and it provides time and scope for the new employee to improve in those areas. The result should be that at the end of the period, the decision to continue or not is easy and, indeed, obvious for both parties.
Next Time:
In the next edition I will look at how to conduct employee reviews in a manner which is effective but not overly time consuming, so that they are easy to fit around your existing work schedule.
In this edition I will look at how best to use the probationary period, and I'll explore retaining staff in future issues.
Employee Rights Within The Probationary Period:
Employers normally operate a three- to six-month probationary period for a new employee, before the person is confirmed as a full member of staff. This is the period for you, the employer, to decide that you have made the right decision and for the new employee to do the same.
During the probation period the new employee is afforded the same rights as the existing employees. However, if you decide to let the probationer go during this period then they are only due the specified notice period applicable to their probation, which is usually a week rather than a month. Unfair dismissal cannot be claimed unless the reason is for harassment or some form of discrimination. (If the the probationary period has lasted longer than a year then you would have to go through the statutory dismissal process.)
It's A Two-Way Street:
A probationary period allows you, the employer to ensure that what was promised in the interview is delivered by the new employee. It also means that, provided you act sensibly, you can let the person go if the person isn’t working out without having to carry out the usual two- or three-stage warning procedure.
If you are generally happy with the performance of the new employee but continue to have a few concerns at the end of a probationary period, then the probation can be extended via a review on or before the end of the first period. You will also need to provide a follow-up in writing, detailing the period of the extension and the areas which require improvement.
It is also a fact that a new hire is most likely to leave within six months of joining you. This means that you have to look after the new employee!
It is important to realise that probationary periods are two way and if the conditions promised by you in the interview don’t materialise then your new member of staff could leave on minimal notice and you'll have to go through the hiring process again, with little or no tangible gain from the first recruit during the short time they worked for you.
In short, always remember that the probationary period is an important time for all parties.
How To Ensure That The Relationship Works:
When somebody new starts it is fair to say that they will need guidance even if they have carried out a similar role at a previous employer because no two working environments are the same.
Therefore, you or someone who you trust and understands the role to be carried out should show the person how the tasks are carried out in your organisation.
Your role, or that of the team leader or HR, is to review progress regularly with the new employee so they understand how they are progressing - with praise where they have performed well and explanation as to where improvement is needed. This will allow you to pinpoint any training needs to ensure that role is carried out satisfactorily in the future and it also allows the new employee to air any concerns.
After each review it is useful to document the progress in your own records and in writing to the new employee. This avoids ambiguity, provides motivation if the employee is doing well and clarity on what is required. It can also be useful if a grievance is lodged at a later time, or as an evidentiary trail if you feel you either have to extend the probation period or terminate the employment during or at the end of the probation period.
The Dangers:
This may all seem straightforward, but in the work environment there are always lots of pulls on a manager's time and it is all too easy to overlook the activities which will ensure that you are on keeping on top of a new employee's performance and showing them that you care and are trying to help them be successful. As a result, the new employee frequently receives attention in the first week or two and is then more-or-less ignored. By the time they are formally reviewed towards the end of the probationary period they can have established working patterns which may not be acceptable or their morale is low and retaining them will prove a real challenge.
In Summary:
Used correctly, the probationary period is an excellent tool to ensure that the new employee is performing in the way you want and is motivated, committed and happy working with you and your organisation. It allows you to be fair and highlight areas which require improvement, and it provides time and scope for the new employee to improve in those areas. The result should be that at the end of the period, the decision to continue or not is easy and, indeed, obvious for both parties.
Next Time:
In the next edition I will look at how to conduct employee reviews in a manner which is effective but not overly time consuming, so that they are easy to fit around your existing work schedule.
THE REALITIES OF THE EQUALITY ACT
Firstly, happy New Year to you all and I hope 2011 turns out to be highly successful..
What is the Equality Act?
The Equality Act provides a legislative framework to protect the rights of individuals and provide equality of opportunity for all. The Act has updated and simplified previous legislation and delivers a simple, modern and accessible framework of discrimination law which protects individuals from unfair treatment and promotes a fair and more equal society.
Most of the provisions came into force in the UK on 1st October 2010 and replace a number of pieces of legislation such as the Race Relations Act of 1976 and the Disability Discrimination Act of 1985 so that fair working measures are basically combined under one act.
The legislation now covers the following areas, where discrimination is based on:
There are many new definitions of discrimination which as an employer you definitely need to be aware of such as:
The purpose of this article is to look at the implications from a hiring perspective rather than the overall implications but, an excellent overview of the implications of the Act can be found on the ACAS website on the link below:
http://www.acas.org.uk/CHttpHandler.ashx?id=2833&p=0
Health Screening:
What I want to look at today is the affects that the Act will have on hiring and how to deal with them.
The main outcome of the Act is that, barring certain exceptions detailed below, employers will not be able to ask pre-employment questions. Employers will be able to ask medical questions or ask applicants to take a medical assessment after an offer has been made but only so that adjustments can be made to accommodate the new employee.
The Exceptions:
So what does this mean?
The main point is that asking the questions is not discriminatory but acting on the responses could be discriminatory and allow unsuccessful applicants to submit a claim to the employment tribunal. The burden is then on the employer to demonstrate that there was no discrimination and why another applicant was offered the role or that the claimant wasn’t considered right because of qualification and ability to carry out the role.
In today’s litigious society this can put great pressure on employers and means changing the way you hire.
From a practical point of view I am sure we are all totally against discrimination and the Act is very positive in this way. We only have to look at our own workforces, however, to realise that some people take lots of time off for various illnesses whilst others take minimal or no time off.
Sometimes people taking lots of time off goes back to the employer’s business environment being negative and not motivational so staff are more likely to take time off for minor situations. Sometimes, however, there are people who just don’t care and create an additional work load for the rest of the team due to their unreliability. As a potential employer I would want to establish this and under the new legislation would find it very difficult.
The likely outcome is that if employers have an inkling that someone has illnesses, etc., (good interviewers develop a good gut feel) then rather than asking questions to establish the true situation, they will carry out the interview without asking and find other reasons which could easily be documented as to why they did not make the hire.
The act could then be counter productive in terms of employers not wanting to take risks when they cannot verify someone’s health. So, applicants could be discriminated against more easily and the savvy employer with good interview notes would be able to provide plenty of justification for not making an offer or hire. On top of this there would be no obvious grounds for the applicant to go to a tribunal because there were no signs of discrimination.
In summary, the Act is sensible but by moving too far to protect the applicants could actually act against them.
A Small Addendum regarding The Apprentice series which finished in December in the UK.
A little late but anybody who watched the week in December when the candidates were interviewed will have learned exactly how not to interview someone.
Many of the questions were dubious, at best, under the new Equality Legislation, and were insulting for the candidates for the high profile role. If these techniques were applied in a real environment I am confident the candidate would decline the opportunity. The methodology I have been demonstrating may not make such an interesting television programme but it is effective and keeps the candidate onside.
We will be back soon with more hints and tips on how to make the best hires and retain the best staff.
What is the Equality Act?
The Equality Act provides a legislative framework to protect the rights of individuals and provide equality of opportunity for all. The Act has updated and simplified previous legislation and delivers a simple, modern and accessible framework of discrimination law which protects individuals from unfair treatment and promotes a fair and more equal society.
Most of the provisions came into force in the UK on 1st October 2010 and replace a number of pieces of legislation such as the Race Relations Act of 1976 and the Disability Discrimination Act of 1985 so that fair working measures are basically combined under one act.
The legislation now covers the following areas, where discrimination is based on:
- Pregnancy and maternity,
- sexual orientation,
- sex,
- religion or belief,
- race,
- gender reassignment,
- disability and age.
There are many new definitions of discrimination which as an employer you definitely need to be aware of such as:
- discrimination by association,
- perception discrimination, and
- indirect discrimination.
The purpose of this article is to look at the implications from a hiring perspective rather than the overall implications but, an excellent overview of the implications of the Act can be found on the ACAS website on the link below:
http://www.acas.org.uk/CHttpHandler.ashx?id=2833&p=0
Health Screening:
What I want to look at today is the affects that the Act will have on hiring and how to deal with them.
The main outcome of the Act is that, barring certain exceptions detailed below, employers will not be able to ask pre-employment questions. Employers will be able to ask medical questions or ask applicants to take a medical assessment after an offer has been made but only so that adjustments can be made to accommodate the new employee.
The Exceptions:
- To find out whether the applicant can comply with a work requirement or the interview.
- To find out if the employer has to make reasonable changes to allow the interview to go ahead.
- To find out whether the applicant can carry out a function required for the role.
- To monitor diversity within the applicants.
- If a role requires a person with a disability, to establish that the applicant has the disability.
- To take positive action to enable disabled people to overcome a disadvantage.
- To vet applicants in relation to national security.
So what does this mean?
The main point is that asking the questions is not discriminatory but acting on the responses could be discriminatory and allow unsuccessful applicants to submit a claim to the employment tribunal. The burden is then on the employer to demonstrate that there was no discrimination and why another applicant was offered the role or that the claimant wasn’t considered right because of qualification and ability to carry out the role.
In today’s litigious society this can put great pressure on employers and means changing the way you hire.
From a practical point of view I am sure we are all totally against discrimination and the Act is very positive in this way. We only have to look at our own workforces, however, to realise that some people take lots of time off for various illnesses whilst others take minimal or no time off.
Sometimes people taking lots of time off goes back to the employer’s business environment being negative and not motivational so staff are more likely to take time off for minor situations. Sometimes, however, there are people who just don’t care and create an additional work load for the rest of the team due to their unreliability. As a potential employer I would want to establish this and under the new legislation would find it very difficult.
The likely outcome is that if employers have an inkling that someone has illnesses, etc., (good interviewers develop a good gut feel) then rather than asking questions to establish the true situation, they will carry out the interview without asking and find other reasons which could easily be documented as to why they did not make the hire.
The act could then be counter productive in terms of employers not wanting to take risks when they cannot verify someone’s health. So, applicants could be discriminated against more easily and the savvy employer with good interview notes would be able to provide plenty of justification for not making an offer or hire. On top of this there would be no obvious grounds for the applicant to go to a tribunal because there were no signs of discrimination.
In summary, the Act is sensible but by moving too far to protect the applicants could actually act against them.
A Small Addendum regarding The Apprentice series which finished in December in the UK.
A little late but anybody who watched the week in December when the candidates were interviewed will have learned exactly how not to interview someone.
Many of the questions were dubious, at best, under the new Equality Legislation, and were insulting for the candidates for the high profile role. If these techniques were applied in a real environment I am confident the candidate would decline the opportunity. The methodology I have been demonstrating may not make such an interesting television programme but it is effective and keeps the candidate onside.
We will be back soon with more hints and tips on how to make the best hires and retain the best staff.
Subscribe to:
Posts (Atom)