Why Employees…Especially Relatively New Employees….Leave…..

By Sid Chadwick, Chadwick Consulting, Inc. – 03/18/2022 Published in American Printer


“…When he told me he was leaving… he was so angry and frustrated…no one in the last two years had given him a Review - that included what his future might include, or where the company is going….he feels like he’s wasted his last two years…so he’s getting out…moving on…..”………Professional Friend


INTRODUCTION:


Organizations don’t conduct Performance Reviews – effectively…IF… they do them at all.

Biggest loss? Lack of trust…and communications… between Subordinate and Supervisor….leading too often to loss of a valuable employee…and your investments in that employee…when he/she walks out the door….or doesn’t come back from lunch.

Key Performance Review Omissions:


  1. The Supervisor should ask for a list from the subordinate of their current duties and activities, approximately two weeks before the Review – in order to conduct the Review with an approximately accurate Position Description. (With frequent organizational downsizing and personnel changes, how does a Supervisor conduct an effective Review - without an accurate Position Description…?)

  2. The Performance Review should be conducted in a quiet, private location, away from interruptions, with adequate time.

  3. Employee should be asked if he/she has relevant talents the company is not utilizing. Also, what would the employee like to be doing in 2-5 years…?

  4. Supervisor should ask, “What might I change that would allow you to accomplish more?”

  5. A written review of the discussion should be presented to the employee for his/her review and comment: “Does this represent our discussion? Anything of importance missing?” This step is deceptively important. It shows that what the employee says is important and that the Supervisor was listening.

  6. Date of next Performance Review is set (hopefully - every six months), and recorded on the Review. (The impact difference in Performance improvement between every six months - and 12 months – can be dramatic.)

  7. Employee receives a copy of the Review, which includes - what he/she does well, and - what deserves to be improved (as well as possible suggestions or resources – to be used for improvements). (Everyone has an occasional bad day. Acknowledgment of your employee’s meaningful contributions – can be counted on to be read, privately – on that “off-day” – that you don’t necessarily know about.)


SUMMARY:


Here’s what most Supervisors don’t experience, because of the frequency and inadequate preparations of a Subordinate’s Performance Review, which are nearly impossible to fake.



However, with proper Preparations and Follow-up:


And…because a Copy of the Performance Review was given to the Subordinate, it was read, and re-read – many times. That employee wants to come to the next Performance Review – prepared – to hear acknowledgment of what they’ve Improved, and “What’s next?”


When the next Performance Review is conducted, on schedule, six months later, there can be a quiet “revelation” between Subordinate and Supervisor.


For the Subordinate, something akin to: “This Review process must be important…I must be important”….is experienced.


You can count on subsequent performance and productive discussions to be more candid, and engaging – re…… “ What’s next…?


As An Assist To Changes In Pay Discussions:


There are several “Rules” I like to follow.


1st – There shouldn’t be a change in pay - without a Performance Review.


2nd – A Performance Review does NOT guarantee an increase in pay.


Changes in Pay are possibilities - IF:

  1. The employee’s duties and responsibilities – have changed.

  2. Inflation, costs-of-living - are creating real hardships for employees.

  3. Job Market competition is forcing an increase in employee pay.

  4. The company can afford an increase in employee(s) pay.

Employees tend to stay…where they like what they know about their future. What do your employees know…?


Creative minds have been known to survive any sort of bad training.”……………..Anna Freud


PPS: As a result of our March 4th column, carried by American Printer, and posted as a published article at “www.chadwickconsulting.com”, I was contacted by Vladmir Gendelman (founder and CEO of “Company Folders, Inc.”), a Ukrainian Immigrant, with a successful Graphics Communications company in Michigan, with ongoing ties to Designers, Web Designers and Graphic Communications in Ukraine. He can be reached at 248-738-7600, www.companyfolders.com.

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