Communication, management of conflict and performance, and management of potential liabilities are all challenges managers experience. Here are some practical ways to deal with these common management challenges and support and develop your managers.
Managers are frequently not aware of the quality of their communication about expectations, changes, procedures, and other work-related issues, or how their communication or interpersonal style is perceived by their employees. Help managers understand their unique communication and interpersonal style and how to “flex” this style in different situations. Provide managers with communication templates, scripts, tips, or checklists. Engage in role-play or dialogue with the manager to help them practice their skills and identify opportunities for improvement. Additionally, educate managers on common communication breakdowns and how to avoid them and encourage managers to notice signs of communication problems (misunderstandings, consistent performance problems, etc.). When all else fails, provide a personal coach if communication problems persist
Many managers ignore problems and do not address conflicts with their employees or work team directly. Whether these are performance problems, conflicts among team members, issues of trust, or personality clashes, managers are challenged to confront and address problems head-on and as they emerge, diffuse employees’ feelings and emotions about the problem, listen to both parties’ needs and desires, derive win-win solutions that lead to more productive and positive work relations, and prevent conflict in the future by nurturing positive coworker relationships and recognizing potential for conflict or problems early.
Managers must balance meeting goals, managing workloads, and motivating employees. These issues coupled with the fact that many managers are ill-equipped to provide regular and constructive feedback and may not understand the importance of documenting performance can make managing performance challenging. To support them, build on-going performance feedback into the performance management process to ensure accountability. Create an easy method for managers to document performance like a database, log, or diary. Provide support tools for managers such as rewards, recognition, training, and development to recognize and build performance. Most importantly, train managers in topics such as performance management, coaching, and feedback since many will have had no experience with these.
Handle protected employees.
Most managers are not well-versed in administering ADA, FMLA, and other laws that protect certain groups of employees, but unknowingly find themselves managing an employee that requires an accommodation, leave of absence, or falls into a protected class. These situations need to be handled delicately due to their legal nature, so make managers aware of:
- Legal basics such as conditions or disabilities that are protected
- How to determine essential functions and reasonable accommodations
- Requirements associated with FMLA (eligibility, length of time, etc.)
- Types of employees that are protected under law (gender, race, national origin, etc.)
- Hiring and interviewing liabilities (questions to ask/not ask, etc.)
Administer policies fairly and consistently.
One of the most common challenges for managers is treating employees fairly and consistently. A manager may allow policies and rules to be disregarded by some employees and not others – or may disregard employment policies altogether. “Stretching” the rules for some employees can open up a range of potential liabilities and perceptions of bias and favoritism that have negative far-reaching affects in the workplace. Be sure to write clear policies and let managers know when changes have been made. Set clear criteria for making employment decisions, particularly where managers need to distinguish between employees (recognition, reward, development, etc.). Also, clearly differentiate between the policies in which managers have discretion to implement and those in which they do not.
Addressing these management challenges sooner then later can prevent your organization from experiencing many problems and liabilities. It’s never too early to ensure that your supervisors and managers have the skills, tools, and support to do their jobs effectively, so if your supervisor is just starting out, consider developing these important skills as soon as possible.
In the series, participants will gain an understanding of their role as a supervisor as well as employment law as it relates to common supervisory issues. They will also learn how to apply basic managerial and interpersonal skills including dealing with the everyday challenges of being a supervisor, communicating effectively with others, resolving workplace conflict, managing performance, and coaching. Click here to register or click here to learn how we can bring this training on-site to your organization.
Strategic Legal Update
Join ERC for as we host Ohio’s only Strategic Legal Update! Featuring Scott Warrick JD, SPHR, this program will cover recent changes in employment law that can help HR professionals form a tactical foundation in order to reach their organization’s strategic goals. Click here to register.
Coaching & Performance Management Services
ERC offers a full range of services to support your organization’s performance management activities. We also offer one-on-one coaching services to help your build and develop your manager’s skills. For more information about these services, please contact email@example.com.