By Dan Moran
Just My E-pinion
People are, I think by design, procrastinators. Why do today what you can do tomorrow?
In part I think this has lead to a practice by managers of people — and some HR professionals as well:
Let it be, the issue will go away…
I am amazed how often I hear from people who tell me that they have had an issue with their manager — no matter how simple or complex — that just goes unresolved. In the interim, without resolution or communication, one assumes the worst, tension builds and worst yet, productivity goes down.
A case in point…
Let’s call him Pat. Pat went to his manager with not even an issue, but a question. Pat wanted to know if he could have business cards. he asked once; he asked again.
I was talking to Pat at a company function and I could tell there was something that he wanted to say — but he was holding back. Then the statement came direct — “… and I think I am about to be fired since I could not get business cards”.
I asked a few questions and found out that Pat’s manager just blew the request off, not once but twice. Just didn’t respond.
As a result, Pat fumed and began to assume (you know what that means: Makes an a__ out of U …) and thought the worst. he got his cards, but there was damage done — a level of distrust and dissatisfaction.
Another example when unresolved issues caused significant turnover – and it was all about communication …
Not handling issues when changes occur can have a disastrous effect upon a team. I was talking at length with a senior executive of a well-known national company with a sales force of 250 strong. She related a story to me about how not handling issues – in this situation important questions – resulted in sales force turnover at a time when it is so difficult to find good sales help.
A new sales commission program was being launched – a program that was radically different from the current program, but provided opportunities for increased income which for a salesperson, is always good. The problem – it was a change – a big change – and communication was very important.
The program was communicated and launched. Three regional sales vice presidents were responsible for handling their respective teams’ questions and issues. Two were poised to go, and handled the questions – getting answers if they didn’t have them — and assured that the sales force got what they needed to feel comfortable with the new program change.
One regional sales vice president was not prepared, didn’t understand the program and worst yet, didn’t return phone calls from the managers or sales team. Just blew them off, figuring that with time, they would get it.
The post mortem?
Ninety days later the two VP’s that handled the issues straight on had 0% turnover. The VP who did not lost 9% of her sales team. Exit interviews were clear in the reasons they left — issues went unresolved; they were not respected. Sales were off in this territory more than 20%.
No Issue Goes Unresolved …
Both are good lessons & examples for a policy I have developed and have told others about:
The policy is quite simple:
Any issue you bring to your manager or human resources will be confirmed within 24 business hours (email or discussion) and resolved within 40 business hours. Period.
If the issue is not confirmed or resolved, it is escalated to the department’s executive.
It worked. I published the policy to the company and it is the “mantra” of HR.
At first the managers hated the idea, but it grew on them. The employees responded most positively in the subsequent employee satisfaction survey when asked if their manager followed though on their issues or questions.
When you implement this policy, you must be committed to managing it and handling the issues – every issue as none is too small or too large. You and your managers will be tested as well – I was and I knew it. I cannot say I hit my self-imposed 24hour/40 hour deadline 100% of the time but I did learn that when I did not, I heard about it.
Did it cost money? No, not a dime. It is all about accountability and mutual respect. You can retain the best and build your team through ideas like this — and not lay out a penny. Try it and let me know your thoughts on my blog: http://humanresourcematters.typepad.com/my_weblog/