Setting employee expectations
Setting clear employee expectations can benefit your business. Management must communicate their expectations verbally and in writing. This can reduce or eliminate confusion and increase the levels of success.
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Employee expectations to maintain:
- Displaying a positive and respectful attitude
- Working with honesty and integrity
- Performing their work to a reasonable standard
Employees expectations;
- Proper training, support and leadership from management and access to resources
- Timely and accurate payment of wages
- Safe working environments
- Explanation of responsibilities, company policies and procedures
- Regular feedback from supervisors or managers.
Team expectations refer to the behaviors that occur while working together on tasks.
- Respect and courtesy to everyone.
- Be accountable for your work.
- Be reasonably flexible about task assignments.
- Be willing to lend a helping hand.
- Ask for help when needed.
- Work safely together.
- Be open to constructive feedback.
- Be self-motivated and reliable.
- Share ideas for improvement.
- Be cheerful, positive and encouraging to other team members.
After you set clear expectations, there are a few steps you can actively take to effectively communicate and manage them.
- Be very clear on the objectives
- Allow time for the employees to ask questions
- Discuss the tools necessary to accomplish each task.
- Convey the purpose of each task
- Ensure you are available and attentive.
Performance expectations should be measured by the company and communicated by management in order to move toward a specific company goal.
For each new person joining, set specific and clear employee and performance expectations to encourage accountability.
RELATED IDEAS
An effective leader communicates early and often.
Don't assume that your team understands your expectations. Instead, proactively communicate your expectations. Empower them to make decisions without ambiguity.
EQ is the ability to objectively assess one’s own emotional state, avoid becoming emotionally compromised, being attentive to the emotional states of others, and being able to use all of this to skillfully build relationships with others.
Fixing employee productivity in the industrial age, when most workers were handling machinery and it’s parts, was a tedious but doable process. The managers had to fix the people who were making mistakes or were inefficient through systematic management.
Today, in the age of software and intellectual property, when half of the workforce is made up of knowledge workers, the old practices are of no use.
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