feature
for not being a team player. Employees will quick- ly assimilate to the new behaviors. It is crucial to ask them what they think the benefits are to hav- ing expectations and a culture of respect. More asking and less “telling” employees what they do creates buy-in.
Training alone cannot solve the issue of rude or misbehaving employees. Creating a culture where respectful behaviors are mandatory, expectations are clear, and everyone is held accountable and rewarded for the expected behaviors requires hard work.
Training specialists, especially those at Employers Group, can expedite the process by • Giving managers the tools to have corrective and difficult discussions with employees
• Building performance management into a daily, not yearly, practice
• Mediating conflicting before it escalates into re- sentment where relationships are harder to mend • Coaching an employee or supervisors if they need
help handling a situation
• Building strong teams and relationships where all team members are working for mutually benefi- cial purposes
• Engaging employees with new expectations which will help corporate culture evolve more quickly
• Providing tools to employees that will better pre- pare them to understand how to participate in performance management and their supervisor’s new behavior expectations
Finally, it is important that everyone view extricating employee rudeness as “moving forward” and not punishment. Ridding your organization of rudeness is change – and unfortunately “change” is rarely seen as positive. Take care in how you communicate this new mindset to your staff. If you have any uncertainties on how to achieve this, identify an EG specialist to help you and your team.
September 2010 CA Employer
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