You, as a business owner, have certain expectations from your employees. But, what if those expectations aren’t met; whose fault is it? Yours or your employees? Would you be surprised to find out that it may be yours?
Reasons why expectations are not being reached
There may be reasons for why people aren’t doing what you are expecting of them. Some of these reasons are given below and how to fix problems that arise are listed below also:
- No clear expectations are given: If you don’t lay out the expectations of what needs to be done or what you want from your employees, then things may not be completed as expected. You need to set guides for what you want done then, when you want it done and how you want it done. You should also include in your guides who to ask for help if there are problems.
- No feedback is given: Feedback is important to your employees. So, you need to give them positive feedback when the job is done the way you expected it to be done. This motivates employees and reinforces work standards by giving praise. Constructive feedback where you explain things, on the other hand, is important so that your employees know that they are on the right track. If constructive feedback is given correctly, it can promote growth and development to further careers of employees with them staying with you. Your employees will never know if performances need improvement either if there isn’t any proper feedback.
- Inadequate resources: If you don’t supply your employees with the tools that they need to complete the job correctly, then they are doomed to underachievement. Plus, what tools they are given to complete the job should be quality tools. Your employees can’t complete assignments on time, for example, if their computers freeze every ten minutes.
- Insufficient training provided: If your employees aren’t trained to do their jobs properly, then things aren’t going to be completed the way you want them to be completed. Be sure then that your employees receive the proper training for the tasks that they need to perform. If there isn’t sufficient training for specified jobs or problems you need to be solved, then employees will become frustrated and shut down; accomplishing nothing. Training can be on-site training seminars, online learning, manuals or mentors. By receiving the knowledge needed to do what’s necessary to complete a job, this is the first step to doing what you need them to do.
Some other issues which could cause problems are calling meetings for the wrong reasons. For example, you’re having a problem with a few of your employees. So, you call a meeting for all the employees and everyone is told about the problem that should be handled one on one, or yelled at as if they are all equally to blame.
Now there are three issues with this method. One, you’re lumping the good employees in with the ones that are problem employees. This demoralizes the good employees, and the offender employees think it’s a problem throughout the company.
The second issue is that the offenders won’t work on correcting the problem because they think everyone is doing it. The offenders can now justify the reason why they won’t have to change their behavior because it’s a “company issue.” The third issue is some issues should be handled privately if they will cause embarrassment.
So, you need to handle somethings one on one. Use company meetings for company problems or company planning as examples.
Reward good behavior
When your employees do what they’re asked to do and accomplish a set task, give them recognition for it. Don’t be in the mindset that you pay people to do what they’re supposed to be doing, so that is good enough. If there are incentives, employees will work harder. They will stay with you. It doesn’t have to be monetary either; it can be public recognition or a paid off half day of work. Or, it can be a gift card to the employee’s favorite coffee shop.
To get your employees to do what you expect of them, you need to explain the how, when and why. Once they understand what’s expected of them, you’ll have a better result.