Turning the Tide: Revamping Management Practices

Recently we assisted a CEO in order to determine the best approach with addressing performance issues within the management team. The lack of managing their employees and being accountable resulted in high turnover and significant loss of revenue to the organization. We agreed the first step would include training for the management team to help build their confidence to have difficult conversations with employees without fear of losing them.

Scene: The boardroom of a bustling corporate headquarters

[The CEO sits at the head of the table, flanked by the members of the management team. Tension hangs in the air as they prepare to tackle the pressing issue of declining performance and high turnover rates.]

CEO: [Addressing the team] Thank you all for being here today. It’s no secret that we’ve been facing significant challenges with employee turnover and performance. It’s time for us to confront these issues head-on and make some necessary changes.

Management Team: [Nods in agreement, acknowledging the severity of the situation]

CEO: After careful consideration and consultation, we’ve identified a critical factor contributing to these challenges: the lack of effective management practices within our teams. We need to equip ourselves with the skills and confidence to address performance issues proactively and constructively.

HR Synergy Consultant: That’s where I come in. I’ve been working closely with the CEO to devise a plan to address these challenges. Our first step will be to provide comprehensive training for the management team to enhance your ability to manage and lead effectively.

Management Team: [Expresses interest, albeit with some apprehension]

HR Synergy Consultant: This training will focus on several key areas, including communication skills, conflict resolution, performance management, and fostering a culture of accountability. We’ll provide you with the tools and strategies to have difficult conversations with your teams, address performance issues, and provide meaningful feedback without fear of alienating or losing valuable employees.

CEO: [Emphasizing the importance] It’s crucial that we create an environment where employees feel supported and valued, but also where accountability is upheld. This training will not only benefit our teams but also contribute to our overall success as an organization.

Management Team: [Nods in agreement, recognizing the necessity of the proposed training]

CEO: Let’s commit ourselves to this process wholeheartedly. By investing in our management practices, we can turn the tide on these challenges and propel our organization toward greater success.

[The meeting concludes with a sense of determination and purpose as the management team prepares to embark on their journey toward improved management practices and organizational success.]

Don’t let lack of management result in high employee turnover. Take the first step towards a more effective management team today with HR Synergy. Contact us to learn more about how we can support your organization’s success.

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Addressing Management Performance Challenges

Scene: A bustling corporate office, with executives and HR Synergy professionals engaged in a discussion

Are you struggling with high turnover rates and revenue loss due to performance issues within your management team? We at HR Synergy understand the challenges you’re facing, and we’re here to help.

[HR Synergy Team enters the scene, ready to offer solutions]

HR Synergy consultant: At HR Synergy, we’ve collaborated closely with clients just like you to address these pressing issues head-on. Our tailored approach involves working hand-in-hand with your team to determine the best strategies for tackling performance issues and fostering a culture of accountability.

The Problem:

• High turnover rates
• Significant loss of revenue
• Lack of follow-through and accountability within the management team

HR Synergy consultant: Our Solution: Through extensive consultation and collaboration with your organization, we’ve developed a comprehensive training program designed to empower your management team to address performance issues effectively. We focus on building confidence and equipping your managers with the skills they need to have difficult conversations with employees, without the fear of losing them.

Key Features of Our Training Program:

• Customized Approach: We understand that every organization is unique. That’s why we customize our training program to address the specific challenges faced by your management team.
• Practical Strategies: Our training sessions are filled with practical tips and techniques that your managers can immediately implement in their day-to-day interactions with employees.
• Role-Playing Exercises: We believe in learning by doing. Through role-playing exercises, we provide a safe space for your managers to practice having difficult conversations and receive constructive feedback.
• Ongoing Support: Our commitment to your success doesn’t end with the training session. We provide ongoing support and guidance to ensure that your management team members continue to grow and excel in their roles.

The Results: By investing in our training program, you can expect to see:

• Improved employee morale and engagement
• Reduced turnover rates
• Increased productivity and profitability for your organization

[Cut to a scene of motivated managers ready to take action]

Don’t let performance issues hold your organization back any longer. Take the first step towards a more effective management team today with HR Synergy. Contact us to learn more about how we can support your organization’s success.

Sign up for our MIDDLE MANAGERS TRAINING! Next training is May 23 3-4pm.

Employee morale, productivity, and customer service thrive in environments where teamwork and mutual respect are practiced. However, disruptive behaviors among employees can undermine these factors, leading to negative consequences for your organization and potential legal liabilities. While employers must respect employees’ rights to concerted activity under the National Labor Relations Act (NLRA), they must address behaviors that undermine collegiality and professionalism. Together, let’s address common difficult and disruptive behaviors, highlight risk to your organization if left unaddressed, and provide suggestions for managing the performance of individuals exhibiting these behaviors constructively.

Common disruptive behaviors include gossiping, incivility, bullying, and insubordination. These behaviors can lead to decreased productivity, increased turnover, and legal expenses. HR Synergy professionals can play a vital role in training you how to address these behaviors by providing guidance, training, and conflict resolution assistance to managers.

Disruptive behaviors in the workplace have wide-ranging impacts, including decreased productivity, performance, and employee commitment, as well as damage to company reputation. These behaviors can lead to increased turnover costs, sick leave usage, disability claims, and legal expenses. Toxic behaviors can spread, affecting your entire organization’s culture and morale. A 2017 survey by the Workplace Bullying Institute revealed alarming statistics, including high rates of bullying and awareness of abusive conduct in the workplace. Many bullies are in positions of authority, and targets often suffer adverse health effects, leading to a significant percentage leaving their jobs. Addressing workplace bullying requires a top-down approach, as offenders often hold higher job statuses than targets. Additionally, employers must be vigilant about employee use of social media, as it can perpetuate bullying and damage the company’s reputation if negative postings go viral. Swift action is necessary when such incidents come to light.

 

HR Synergy professionals are vital in training managers how to deal with difficult employees. We can act as business partners, offering guidance and training. HR Synergy’s trainings help managers recognize and address issues, especially interpersonal ones that they may avoid. By identifying problems and strategizing solutions, HR Synergy’s trainings aid in conflict resolution early on, contributing to a broader organizational strategy aimed at preventing workplace violence.

 

Managers and colleagues often hesitate to address disruptive behaviors out of fear of retribution or because they feel unprepared for difficult conversations. Some managers may avoid taking action due to concerns about losing a valuable staff member or because they rationalize their inaction with various excuses. However, ignoring the problem only allows it to worsen, as the disruptive individual may perceive tolerance as acceptance. Managers may inadvertently enable problem behavior by working around the issue or playing favorites. Addressing disruptive behaviors early is essential to preventing escalation and maintaining a positive workplace culture. It’s crucial for managers to investigate complaints and take prompt, appropriate action to prevent further recurrence. Failure to address disruptive behavior not only condones unprofessional conduct but also exposes your organization to potential legal liabilities.

 

Dealing with difficult employees and disruptive behaviors requires proactive strategies. Strategies for managing difficult employees include training, providing honest feedback, documenting behaviors, and following disciplinary policies. Providing training in people management and conflict resolution equips managers to address issues effectively. Facilitating teamwork activities and civility training can promote a respectful workplace culture. Listening to employees’ concerns and providing honest feedback are essential for addressing disruptive behaviors. Managers should document incidents and follow disciplinary policies consistently. Clear communication of expectations and consequences ensures accountability. Ultimately, employees are responsible for adjusting their behavior to align with organizational expectations.

 

Clear communication of expectations and regular follow-up are crucial for sustaining behavioral improvements. Corporate codes of conduct and labor agreements typically mandate treating each other with dignity and professionalism while prohibiting harassment and discrimination. However, it’s crucial to ensure these policies don’t infringe on employees’ Section 7 rights under the National Labor Relations Act, which protect their ability to engage in concerted activity regarding employment terms and conditions. Legal review of conduct policies is advisable due to evolving interpretations. Clear communication of expectations helps employees distinguish between acceptable and unacceptable behavior, fostering a respectful work environment.

 

The cost of workplace bullying and disruptive behaviors can be assessed through various metrics including turnover rates, employee engagement levels, commitment to the organization, job satisfaction, productivity levels, work quality, and estimated lost work hours. These indicators provide insights into the financial and cultural impact of such behaviors on the organization.

 

While workplace bullying is unacceptable, federal law does not explicitly prohibit it unless it is tied to discrimination. Some states have introduced anti-bullying legislation to address this issue. Overall, creating a respectful workplace culture requires proactive management and adherence to legal standards.

 

Effectively managing difficult employees and disruptive behaviors is essential for maintaining a positive and productive workplace environment. By identifying problem behaviors early, fostering a culture of respect, providing training and support to managers, and following proactive communication and disciplinary procedures, HR Synergy professionals can help you mitigate the impact of disruptive behaviors and promote a healthy work environment for all employees.

Contact us for more information about MANAGER TRAININGS WE OFFER.

Sign up for our MIDDLE MANAGERS TRAINING! Next training is May 23 3-4pm.

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Read more from our MIDDLE MANAGERS SERIES:

The challenges faced by middle managers

Some key managers’ desires and potential solutions

How to explain HR to managers

1st-time managers often are ill-prepared for their new role

Caring for Caregivers: A Manager’s Guide to Supporting Employees in Their Caregiving Roles

Tips for New Managers Who Are Now Supervising Their Former Peers

Managing Difficult Employees and Disruptive Behaviors: A Comprehensive Guide for HR Professionals

In 2023, we began a new monthly series delving into the MIDDLE MANAGER. Previously, we discussed the challenges faced by middle managers, some key managers’ desires and potential solutions, how to explain HR to managers, 1st-time managers often are ill-prepared for their new role, and Caring for Caregivers: A Manager’s Guide to Supporting Employees in Their Caregiving Roles. We will continue to reflect on the evolving nature of work in today’s dynamic business environment and how we can support our middle managers.

This month let’s look into Tips for New Managers Who Are Now Supervising Their Former Peers.

Taking on a management role, especially one that involves supervising former co-workers, requires navigating the shift from peer relationships to manager-employee dynamics. It can be a challenging shift. 

It is important to set boundaries in order to differentiate your managerial role from your previous peer relationship. It is critical from the beginning of the new role you emphasize that your previous personal relationship will not and cannot influence work decisions. Understand that the transition may be challenging for both you and your former peers. You may continue to socialize after work, however, keep the conversation away from work-related topics and focus on personal interests. Conflicts may arise, and it’s important to address them promptly and professionally. Use conflict resolution skills to find amicable solutions, and don’t let personal history affect your ability to handle disputes objectively. This will help maintain a professional environment and minimize confusion.

It is imperative that you are not seen as playing favorites. Treat everyone on the team fairly and consistently. Avoid favoritism and ensure that decisions are based on merit. Not only will this outlook prevent discrimination claims, it will also prevent tension among employees. You should provide consistent feedback and suggestions for improvement to ensure fair employee development. Clearly articulate expectations, provide constructive feedback, and actively listen to your team members. While maintaining professionalism, continue to build positive relationships with your team. This will help build trust among team members and prevent resentment.

Effective communication is crucial. In order to ease tension, acknowledge any awkwardness upfront. It is important to encourage open communication and seek feedback from your team. This will help you understand their perspectives, address concerns, and foster a collaborative work environment. It also helps you understand their strengths, weaknesses, and career goals in order to help you lead them effectively. Be sincere about the challenges and set ground rules transparently without coming across as heavy-handed.

Also, you should clearly demonstrate your commitment and seriousness to your role as manager. Using humor might ease difficult conversations, unfortunately, humor can also undermine your leadership role. Be gentle but firm to maintain the seriousness of counseling or disciplinary actions, earning employees’ respect.

Lastly, don’t hesitate to ask for help from other experienced managers who have faced similar situations. Recognize that management is an ongoing learning process. Stay open to feedback, learn from your experiences, and continuously seek opportunities for personal and professional growth. Mentors also can provide valuable insights and guidance.

By managing former peers consistently, fairly, and respectfully while separating personal and professional relationships, a new manager can navigate this transition effectively. Remember, the key is to balance authority with approachability and to foster a positive work environment where everyone feels valued and supported.

HR Synergy can help you develop programs and support for New Managers Who Are Now Supervising Their Former Peers, so that your new managers are ready!

Contact us for more information about MANAGER TRAININGS WE OFFER.

Sign up for our MIDDLE MANAGERS TRAINING! Next training is May 23 3-4pm.

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Read more from our MIDDLE MANAGERS SERIES:

The challenges faced by middle managers

Some key managers’ desires and potential solutions

How to explain HR to managers

1st-time managers often are ill-prepared for their new role

Caring for Caregivers: A Manager’s Guide to Supporting Employees in Their Caregiving Roles

Tips for New Managers Who Are Now Supervising Their Former Peers

Managing Difficult Employees and Disruptive Behaviors: A Comprehensive Guide for HR Professionals

In 2023, we began a new monthly series delving into the MIDDLE MANAGER. Previously, we discussed the challenges faced by middle managers, some key managers’ desires and potential solutions, how to explain HR to managers, and 1st-time managers often are ill-prepared for their new role. We will continue to reflect on the evolving nature of work in today’s dynamic business environment and how we can support our middle managers.

This month let’s look into how Caring for Caregivers: A Manager’s Guide to Supporting Employees in Their Caregiving Roles.

Research shows that managers often play a key role in helping employees feel supported at work. Employees are facing increased responsibility as caregivers and need support from their managers. 73% of employees have caregiving responsibilities according to a recent Harvard Business School study, The Caring Company. According to a recent AARP report, 53% of employees ages 40-49 and 36% of all workers ages 40 and older are caregivers for an adult. The caregiving trend is attributed to longer life expectancies, delayed parenthood, and limited caregiving options due to the pandemic. Caregiver employees’ jobs are impacted by having to work remotely, change or reduce work hours, use paid caregiving leave, or ultimately quit their job to provide care within the last five years. People managers can play a crucial role in supporting employees who are caregivers by implementing various strategies to help balance work and caregiving responsibilities.

Employees are facing an ever-growing responsibility as caregivers and need support from their managers. 73% of employees have caregiving responsibilities according to a recent Harvard Business School study, The Caring Company. According to a recent AARP report, 53% of employees ages 40-49 and 36% of all workers ages 40 and older are caregivers for an adult. The caregiving trend is attributed to longer life expectancies, delayed parenthood, and limited caregiving options due to the pandemic. Caregiver employees’ jobs are impacted by having to work remotely, change or reduce work hours, use paid caregiving leave, or ultimately quit their job to provide care within the last five years. People managers can play a crucial role in supporting employees who are caregivers by implementing various strategies to help balance work and caregiving responsibilities. 

Employers are beginning to acknowledge the importance of supporting caregivers, and some companies are tracking caregiver status to better understand and address the needs of their workforce. Some organizations are implementing policies, such as a one-year sabbatical for caregiving, to help employees balance work and caregiving responsibilities without quitting their jobs.

The financial impact of caregiving on both employees and businesses is significant, with a MetLife study estimating a loss of $3 trillion in wages, pension contributions, and Social Security benefits for caregivers. U.S. businesses lose $35 billion annually due to the failure to attract, support, and retain workers with caregiving responsibilities according to the Harvard Business School study. Company leaders are beginning to recognize that assisting caregiver employees is imperative for attracting and retaining quality employees.

It was found that employment dropped nearly 8% for workers who became caregivers versus demographically similar non-caregivers in a 2022 study of 13,000 people by associate professor of healthcare policy at Harvard Medical School Nicole Maestas, an economist at the Social Security Administration, and economist at Wayne State University Yulya Truskinovsky.

Managers can support caregivers through five ways. They can conduct frequent one-on-one conversations, offer flexibility in job roles, and be empathetic to individual needs. Establishing caregiver networks and employee resource groups within companies can provide additional support and help organizations understand the specific needs of caregivers.

It is important that managers not make assumptions about caregivers when assigning roles or promotions and managers should be more curious and empathetic when discussing the needs of employees with caregiving responsibilities. Additionally, managers should help employees understand and access available benefits such as subsidized elder care, child care, employee assistance programs, and affinity groups for caregivers.

By implementing these supportive measures, people managers can contribute to a more inclusive and compassionate workplace, allowing employees who are caregivers to fulfill their responsibilities effectively without compromising their well-being or career progression.

HR Synergy can help you develop programs and support for your caregiving employees, so that your employees are retained!

Contact us for more information about MANAGER TRAININGS WE OFFER.

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Read more from our MIDDLE MANAGERS SERIES:

The challenges faced by middle managers

Some key managers’ desires and potential solutions

How to explain HR to managers

1st-time managers often are ill-prepared for their new role

Caring for Caregivers: A Manager’s Guide to Supporting Employees in Their Caregiving Roles

Tips for New Managers Who Are Now Supervising Their Former Peers

Managing Difficult Employees and Disruptive Behaviors: A Comprehensive Guide for HR Professionals

2023, we began a new monthly series delving into the MIDDLE MANAGER. Previously, we discussed the challenges faced by middle managers, some key managers’ desires and potential solutions, and how to explain HR to managers. We will continue to reflect on the evolving nature of work in today’s dynamic business environment and how we can support our middle managers.

This month let’s look into how 1st-time managers often we ill-prepared for their new role.

Let’s take a look at the challenges faced by new managers and how to ensure their success through training and mentoring.

New managers often experience a steep learning curve, which can lead to stress and potential negative impacts on their teams. Managing a team is a stressful job, even for experienced managers. The stress is further compounded when managers are new to their positions, indicating the difficulty of the transition. An effective transition to a new managerial role is crucial for the success of rookie managers. This transition should include training and mentoring to help new managers navigate their responsibilities and challenges. 

The 2023 nationwide survey conducted by Harris Research and Oji focused on 2,066 employees and their experiences with first-time managers. The survey revealed that an inexperienced and unprepared new manager can have real business and human costs. The survey highlights the negative impact of poor management on employees. For those who had a negative experience with a new manager:

• 41% reported feeling stressed or anxious about reporting to work.
• 34% expressed a desire to leave the organization.
• 31% wanted to change managers by seeking new jobs or transferring to different teams within the company.
• 31% lost confidence in the company overall.

There are “real business and human costs”, underscoring the tangible and significant consequences associated with ineffective management. This includes both the impact on employee well-being and potential repercussions for the organization. Organizations need to address the challenges faced by new managers through effective transition strategies, including training and mentoring. 

Effectively managing others is a learned skill that requires time and effort. Untrained managers may lack essential skills such as decision-making, conflict resolution, and effective communication. Matt Kursh, CEO and founder of Oji, suggests that managers without proper training in these key areas can harm even well-functioning teams. The absence of these skills can contribute to anxiety among team members and lead to a desire to leave the organization. Unprepared managers often lack essential leadership skills also. These skills include decision-making, effective communication, and the ability to coach individuals to success. This deficiency can have adverse effects on the team’s overall performance and morale. Effectively managing others is a learned skill that takes time to develop. It challenges the assumption that individuals can naturally excel in managerial roles without proper training and experience. Linda Hill, a Harvard Business School professor, describes becoming a manager as a holistic process involving the head, heart, and hands -implying that successful management requires a combination of knowledge, emotional intelligence, and practical application. Hill emphasizes the importance of providing support to newly promoted employees. Instead of assuming that they inherently know how to manage, organizations should conduct research to understand the specific needs and challenges of new managers in their context. This involves helping them gain a comprehensive understanding of what is crucial for success in their managerial roles. Untrained leaders often struggle in various areas, negatively impacting their teams in the process, highlighting the interconnectedness of managerial competence and team performance. It is best to take a proactive approach to manager development, specifically targeted training and support for newly promoted individuals to ensure they acquire the essential skills needed for effective leadership.

Some organizations adopt a “sink or swim” philosophy, promoting strong individual contributors to management roles without providing sufficient leadership training. This approach can lead to difficulties for new managers who may struggle with the transition. Even seasoned workers may face difficulties in their new managerial roles due to the lack of training later in their careers. There is a misconception that skills in individual contributions seamlessly translate to effective leadership. It is vital to support new managers who are promoted from within to foster effective leadership. Organizations owe their new managers this necessary proactive training and support to succeed. 

Merely being around good managers is insufficient for instilling the qualities needed to lead a team. Managers need to learn the transition from leading oneself to leading others. Consider implementing a step-by-step process to help new managers practice and develop their skills over time. Aligning new managers with experienced coaches and mentors can create a non-judgemental and supportive environment for them to discuss challenges, seek guidance, and learn from others. Coaching sessions can address specific issues such as delegation, time management, and imposter syndrome.

A one-time, brief, intensive management training may not be sufficient. It is unrealistic to expect that a new manager can learn the complexities of leadership in just a single seminar; becoming a good manager requires more than a few hours of instruction. Recognizing humans as social animals, peer coaching and mentoring play a crucial role in learning leadership skills. This social interaction provides a platform for meaningful discussions, the exchange of ideas, and practical role-playing scenarios. Adequate preparation for new managers, even those with great promise, is necessary. Continuous learning, social interaction, and ongoing support are essential for new managers to develop and refine their leadership skills. 

Organizations need to invest in comprehensive training and mentoring programs to support new managers. Effective leadership is a continual learning journey.

HR Synergy can help you develop effective trainings for your managers, so that your 1st-time managers are PREPARED!

Contact us for more information about MANAGER TRAININGS WE OFFER.

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Read more from our MIDDLE MANAGERS SERIES:

The challenges faced by middle managers

Some key managers’ desires and potential solutions

How to explain HR to managers

1st-time managers often are ill-prepared for their new role

Caring for Caregivers: A Manager’s Guide to Supporting Employees in Their Caregiving Roles

Tips for New Managers Who Are Now Supervising Their Former Peers

Managing Difficult Employees and Disruptive Behaviors: A Comprehensive Guide for HR Professionals