A company’s workforce is its most valuable asset, and employee morale, engagement and productivity often form the glue that holds a business together. However, a recent Gallup survey found that 70% of American workers are either unengaged or actively disengaged in their work leaving them emotionally disconnected and unproductive. The survey also found that this lack of engagement and productivity has been estimated to cost U.S. companies up to $550 billion each year. These alarming statistics should prompt many managers to ask: how can we better inspire our employees?
What does it mean to be a supervisor? One dictionary defines the word supervisor as, “an individual who directs the work of others.” Of course, there is so much more to effective supervision. Initially, employees should be selected who are a good fit for your organization. Next, it is crucial to give them the tools and training they need to do the job. The working relationship that you establish between yourself and your employees, however, is really the foundation of supervisory excellence.
Designed as a resource for both the employer and the employee, Employee Assistance Program (EAP) services support a healthy, productive, and successful workforce. EAPs support employees and their families before, during and after daily struggles by providing expert guidance, information, intervention and referrals. By providing employees with the peace of mind they need in their personal lives, EAPs allow them to concentrate more effectively during their working day.
Discussing politics is an unprecedented judgment vehicle that too often is considered a menace to one particular venue—the workplace. Inundated with a surplus of political shows, articles, expert opinions, and editorials, we have succumbed to political discussions that often reveal more than we intend. In a society that alerts us to safeguard our privacy, discussing politics is a severe anomaly. It is an offering of our true beliefs and values; it delineates our stubborn habits and clarifies our code of living.
Few people like changes, especially if it is imposed upon them. When changes are imminent, rumors and misinformation run rampant. The stress caused by these times of uncertainty results in loss of motivation and productivity. There is tremendous stress on employees due to lack of information. Obviously, the most tension reducing approach is to keep employees informed every step of the way.
According to a recent poll conducted by Workplace Options, 65% of respondents indicated that they have experienced a conflict in the workplace. Additionally, 56% of those surveyed cited personality conflicts as the biggest source of workplace conflicts, while 52% of workers cited poor communication as the source. Surprisingly, 35% of workers indicated that their employers do not have a formal complaint process implemented for workplace conflict.
Emotional intelligence is described as a person’s ability to recognize and understand emotions in themself and others, and their ability to use this awareness to manage relationships. It affects how we manage behavior, navigate social complexities, and make personal decisions that achieve positive results. In times of turbulence and uncertainty, managers have to increasingly rely on emotional intelligence in order to deal more effectively and successfully with employees.
Reports from the New England Journal of Medicine and the National Business Group on Health have indicated that depression affects about 10% of the workforce, costing businesses $44 billion annually in lost productivity and treatment costs. In addition, 85% of industrial accidents are stress or alcohol-related, and individuals with personal problems are absent 5-6 times more than peers. As a manager, you are in a position to identify an employee whose personal problems may be interfering with his/her job performance and resulting in issues with attendance, quality of work, behavior or attitude.
Good management and supervision involve motivating employees to do their best, monitoring performance, and addressing workplace problems as early as possible. In order to promptly address workplace inefficiencies, supervisors and managers should proactively look for patterns or changes within employees’ job performance. This is most successfully done when a manager is able to effectively recognize and identify the performance problems and behaviors causing concern.
“The best predictor of future behavior is past behavior in similar circumstances.” This should be a guiding principle of any good interview. Standardized interviews asking questions about candidates’ past behavior relevant to specific performance dimensions are likely to elicit the most useful information. However, if the interviewer improperly phrases questions this information is likely to be irrelevant and misleading.