Building the Skills to be a More Effective Manager

Nancy Re Author

08/01/2024 Added

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Learn new tips and techniques to help anyone who trains others.

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[00:00:00.000]Welcome to Building the Skills to be a More Effective Manager, presented by IANR-HR.
[00:00:16.540]As HR specialists, we view the world through a little different lens.
[00:00:24.340]We view our professional world through the lens of university policies, as well as state and federal laws.
[00:00:30.720]More than anything, the things that keep us up at night are headlines, lawsuits, and the types of work environments that lead individuals to leave their jobs.
[00:00:41.980]We're here to help.
[00:00:44.280]The goal of this presentation is to give you the confidence, tools, and support to work through the tough situations you may face as a supervisor.
[00:00:54.000]The supervisor's role is to build relationships and show you care about your employees.
[00:01:01.180]The relationship a supervisor has with their employees is vital to the success of both the individuals and the team as a whole.
[00:01:11.180]Take time to build relationships with employees and encourage them to build relationships with one another.
[00:01:17.920]This improves workplace culture and helps with employee retention and productivity.
[00:01:24.280]Building these relationships takes time and intentional investment, but the time you put in will be worth the effort.
[00:01:31.380]It's not about memorizing birthdays, names of family members, or knowing all the details of their personal lives.
[00:01:38.740]It's about finding time for real conversation, get to know each other on a human level, and learn what is important to people and what motivates them.
[00:01:49.000]Supervisor relationship building.
[00:01:53.320]Supervisor relationship building is also supported by research that found that the single habit of one meaningful conversation per week with employees helps develop high performance relationships more than any other single leadership activity.
[00:02:06.740]These conversations help employees feel connected to their team and organization.
[00:02:12.580]What constitutes a meaningful conversation?
[00:02:15.680]Checking in to recognize the work an employee is doing.
[00:02:22.980]Understanding challenges, areas of collaboration, and building trust within the manager-employee relationship.
[00:02:29.240]Your relationships with your employees provide the foundation for you to help lead and empower your team.
[00:02:38.200]And part of leading your team is being able to handle big or small issues within the workplace.
[00:02:45.420]In order to build trust, employees need to know that you care enough to have hard conversations and hold people
[00:02:52.640]accountable.
[00:02:53.320]Making performance norms in the workplace means having conversations and regular check-ins with employees.
[00:03:00.400]Not all check-ins need to be formal or about a performance issue.
[00:03:05.360]Sometimes supervisors stop in to visit and see how things are going.
[00:03:10.160]Other times, the conversation needs to be more specific.
[00:03:13.620]One of the basic principles of employment law is the standard of good faith and fair dealing.
[00:03:22.460]In that standard, fairness is key.
[00:03:25.680]Employees are more engaged and productive when they are treated fairly.
[00:03:30.960]They're less likely to file claims or to win the claims that they file.
[00:03:35.640]Employment laws have expanded over the years with the ultimate goal of ensuring that all employees are treated fairly in the workplace.
[00:03:45.160]These questions help meet the good faith and fair dealing legal standard.
[00:03:51.980]Ask yourself these questions to determine if you are being fair.
[00:03:56.620]Does the employee know what is expected of them?
[00:04:01.400]Have you told them clearly and specifically what they need to do?
[00:04:06.120]Are the expectations documented or written down somewhere, like in standard operating procedures?
[00:04:13.000]Does the employee have a reasonable opportunity to meet your expectations?
[00:04:18.640]Have you given them a chance to meet your expectations?
[00:04:21.640]After they've been clearly explained, do they have the resources to do what needs to be done?
[00:04:28.540]Does the employee know when they're not meeting expectations and do they understand the impact
[00:04:35.140]and potential outcome?
[00:04:36.400]If they are not doing their job, have you had a conversation about the reasons why?
[00:04:43.580]You may discover that your expectations were unclear, they were missing information, or
[00:04:51.000]they didn't have the resources they needed.
[00:04:52.860]Are you objectively reviewing the situation?
[00:04:56.960]Try not to take things personally and remove your feelings about the employee from the
[00:05:02.620]situation.
[00:05:03.140]What are the facts?
[00:05:05.140]Are you allowing your employees to voice their side of the story?
[00:05:12.140]Have you specifically asked why they are not meeting your expectations?
[00:05:16.940]Are you communicating respectfully with all employees?
[00:05:20.940]This means not only communicating in a professional manner, but that you care about them as people
[00:05:28.220]with the ultimate goal of building relationships and creating a shared understanding.
[00:05:32.820]Are you treating employees in a consistent manner?
[00:05:36.920]If you have expectations, do they apply to everyone?
[00:05:40.660]If not, why not?
[00:05:42.860]Were our policies followed?
[00:05:46.300]Did you, as a supervisor, act in accordance with UNICEF?
[00:05:50.900]University policy?
[00:05:51.920]Setting expectations takes time.
[00:05:57.800]Spending time on the front end to identify what you are expecting
[00:06:02.580]and provide those details to employees.
[00:06:05.580]Time spent on the front end helps everyone work together productively
[00:06:11.340]and more efficiently.
[00:06:12.600]This also builds trust among teams.
[00:06:15.620]Be clear about who does what,
[00:06:20.800]by when, and how.
[00:06:22.460]How do we follow up?
[00:06:24.060]How do we check in?
[00:06:25.080]When should we touch base?
[00:06:26.880]Clarify the boundaries.
[00:06:28.820]Where is there flexibility?
[00:06:31.100]Where is flexibility not appropriate?
[00:06:33.720]Be specific, clear, and communicate.
[00:06:37.940]What decisions can the employee make independently
[00:06:41.580]and when do they need to check with you before moving forward?
[00:06:44.860]Boundaries can also change over time.
[00:06:48.320]Revisit expectations periodically
[00:06:50.700]or as needed.
[00:06:52.380]What a new employee can do
[00:06:55.580]might be different than what they can do
[00:06:57.560]after six months once they learn their role
[00:07:00.020]and gain experience.
[00:07:01.360]When setting expectations,
[00:07:05.520]be as detailed and specific as possible.
[00:07:08.440]We all have different lenses.
[00:07:10.560]What's clear to you may not be clear to your employee.
[00:07:14.640]Be specific.
[00:07:17.260]Don't say, keep the lab clean.
[00:07:21.240]Instead, provide details.
[00:07:22.980]The surfaces need to be sanitized
[00:07:25.720]and all glassware needs to be washed and put away
[00:07:28.840]before you leave for the day.
[00:07:30.260]Use contrasting language.
[00:07:32.680]I would like you to do this, not that.
[00:07:36.060]For example, I would like you to call this person directly
[00:07:40.540]rather than sending an email.
[00:07:42.140]We've found this to be more effective
[00:07:44.460]when addressing their concerns.
[00:07:46.040]With these details, there's less room for error or mistake
[00:07:50.500]or misunderstanding, which helps the employee gain confidence
[00:07:53.440]to do their job well.
[00:07:54.860]Clarifying expectations is an ongoing process
[00:07:59.300]as your employee gains experience and proficiency over time.
[00:08:04.040]Don't assume that your expectations are clear.
[00:08:09.780]Avoid saying things like, well, they should know
[00:08:13.420]or it's just common sense.
[00:08:15.340]We all have a different perspective on situations
[00:08:20.400]and those perspectives change over time.
[00:08:23.720]The first and most important way to set expectations
[00:08:32.400]is through frequent informal check-ins
[00:08:35.380]as part of daily interaction.
[00:08:37.080]These are quick and not meant to be something
[00:08:39.780]you need to prepare for.
[00:08:40.940]This could sound like, how is it going?
[00:08:44.340]Or Dr. Smith called and said you're doing a fantastic job
[00:08:48.240]with the grant budgets, way to go.
[00:08:50.400]Or I've noticed you've been quiet during staff meetings.
[00:08:53.680]Is everything okay?
[00:08:54.740]You can use these check-ins to clarify
[00:08:57.960]if the employee is not on track or if they are on track.
[00:09:02.700]You can clarify what needs to change.
[00:09:06.420]Ask how you can help or what they need from you.
[00:09:10.280]And don't forget to check in with your top performers too.
[00:09:13.380]When setting expectations, it's important to be clear.
[00:09:19.040]Here are some examples.
[00:09:20.200]A vague expectation would be to say,
[00:09:24.220]make sure to enter your time.
[00:09:25.740]Make this expectation clear by saying,
[00:09:29.260]it is your responsibility to enter your hours daily
[00:09:32.780]and release your time every week on Thursday.
[00:09:35.380]Explain the impact of the expectation not being met.
[00:09:39.280]If you don't enter hours and release them on time,
[00:09:42.580]your paycheck will be delayed.
[00:09:44.160]Here's another example.
[00:09:45.900]It is vague to say,
[00:09:50.100]we all need to be team players.
[00:09:51.640]Be more clear by describing what a team player is.
[00:09:55.780]Say, as a member of our team,
[00:09:58.620]I expect that you coordinate your lunch break
[00:10:00.900]with your coworkers to make sure we have appropriate coverage.
[00:10:04.020]One situation that has come up
[00:10:09.840]relates to hybrid or remote working arrangements.
[00:10:13.360]It's vague to say,
[00:10:15.420]we need to be accountable for our time when working remotely.
[00:10:18.880]It is vague to say,
[00:10:20.000]I expect you will respond to instant messages within an hour
[00:10:25.120]and emails within 48 hours.
[00:10:27.340]You need to let me know if you will be away from your desk
[00:10:30.440]for more than an hour during your workday.
[00:10:32.380]It's important to set more structured expectations
[00:10:36.220]if an employee needs that.
[00:10:37.960]If an employee is not meeting your expectations,
[00:10:41.000]you need to address your concerns with that employee individually,
[00:10:45.280]not with the team.
[00:10:46.520]If it's not a team issue, don't talk to the whole team about it.
[00:10:49.980]We check on progress formally twice a year
[00:10:57.020]through documented performance conversations.
[00:10:59.280]Do my supervisor and I think my accomplishments align
[00:11:03.780]with what's expected of this position and our unit's priorities?
[00:11:07.280]Yes, somewhat, no.
[00:11:10.240]Please explain.
[00:11:11.580]This question is very important as it is used for the documentation
[00:11:15.680]of whether or not the employee is meeting expectations overall.
[00:11:19.320]This can impact merit increases and be important documentation
[00:11:23.620]if disciplinary action is required in the future.
[00:11:26.220]The last question of the conversation is,
[00:11:29.340]how can I help you be your best?
[00:11:31.280]This helps identify the need for resources or support.
[00:11:36.560]Sometimes we hear supervisors saying things like,
[00:11:42.400]I don't want to be mean.
[00:11:44.200]Good.
[00:11:45.120]Don't be mean.
[00:11:46.300]Be clear.
[00:11:46.880]Clear is kind.
[00:11:48.740]Be kind.
[00:11:49.160]Unclear is unkind.
[00:11:50.820]Clear is fair.
[00:11:52.820]Unclear is unfair.
[00:11:55.000]As an example, one member of a team has a messy work area.
[00:12:01.780]There are dirty dishes, half-empty coffee cups, and trash all over their space.
[00:12:07.320]It is unclear and unfair if the supervisor holds a meeting
[00:12:12.700]where they remind everyone that we all need to keep our work areas clean.
[00:12:16.820]The entire team,
[00:12:19.000]may now wonder if they are the problem.
[00:12:21.180]Or, more likely in this scenario,
[00:12:24.480]the team knows that Sam is the one with the messy work area
[00:12:28.320]and we don't all need this reminder.
[00:12:30.000]It's clear and fair if the supervisor has a private conversation with Sam
[00:12:35.980]to let them know that their work area is messy
[00:12:38.980]and they need to remove dirty dishes and trash by the end of each day.
[00:12:43.500]This is a direct conversation and it's clear and kind for Sam
[00:12:48.840]It's also fair to the rest of the team
[00:12:52.020]because the supervisor is addressing individual issues with the individual
[00:12:56.220]rather than relying on the we all need to type of messages.
[00:13:00.800]The foundation of building trust within a supervisor-employee relationship
[00:13:08.660]is caring enough about your employee to be honest with them
[00:13:12.000]about their performance, both good and bad.
[00:13:14.920]Failing to address concerns as they come up
[00:13:18.680]negatively impact the entire team.
[00:13:20.780]As a manager, you are going to have many informal conversations.
[00:13:25.400]We'll talk more about formal conversations later.
[00:13:29.280]Tell your employee when their performance or behavior
[00:13:33.540]is outside of your expectations.
[00:13:35.620]As an example, hey, I've noticed you've been coming in
[00:13:40.020]between 8.15 and 8.30 when our workday starts at 8.
[00:13:43.140]I want to make sure we're on the same page.
[00:13:45.340]What's going on?
[00:13:48.520]What you don't address, you accept.
[00:13:50.720]If you've seen Chris on TikTok quite frequently
[00:13:54.720]during the work hours and you don't address it
[00:13:56.980]in a timely manner, they will think it's acceptable.
[00:13:59.740]This may also send the message to other employees
[00:14:02.900]that they can do the same thing.
[00:14:04.280]Instead, you might say,
[00:14:06.780]Chris, I've noticed you've been on your phone during work
[00:14:09.840]quite a bit over the past few weeks.
[00:14:11.620]Please limit your personal phone usage
[00:14:13.800]to your break or your lunchtime.
[00:14:15.560]Don't be silent.
[00:14:18.360]If you don't address issues,
[00:14:19.540]employees will believe they are meeting expectations.
[00:14:22.680]Address things as they happen
[00:14:25.380]because sometimes just pointing things out
[00:14:27.860]or addressing informally is enough to change the behavior.
[00:14:31.460]Focusing on the observable and factual
[00:14:37.600]is a great way to start a conversation.
[00:14:39.940]You sent an email to your employee, Kelly,
[00:14:42.960]asking for an update on the project that is due in a week.
[00:14:46.020]Kelly doesn't respond to the email.
[00:14:49.240]What is observable and factual?
[00:14:51.200]Kelly doesn't respond to the email.
[00:14:53.280]What is an opinion or an assumption?
[00:14:55.600]Is Kelly ignoring me?
[00:14:57.580]Kelly never responds to email.
[00:14:59.420]Kelly is way behind on this project.
[00:15:01.880]It's important to not immediately jump
[00:15:05.040]to worst case scenarios.
[00:15:06.380]Kelly may have missed the email,
[00:15:08.640]may be dealing with competing priorities,
[00:15:10.780]or may be annoyed that you're asking again.
[00:15:12.800]An informal conversation can help clarify intent
[00:15:16.480]and set expectations.
[00:15:18.060]Things like this may seem minor
[00:15:21.140]and like something you should choose to ignore.
[00:15:23.600]But when it becomes a pattern,
[00:15:26.800]if others are being affected
[00:15:28.780]or if you need clarification,
[00:15:30.780]you should share it with the employee.
[00:15:32.920]When having these conversations,
[00:15:35.420]approach from a point of curiosity.
[00:15:37.380]Here's what I noticed.
[00:15:39.060]Help me understand.
[00:15:39.900]I sent an email yesterday asking for a project update
[00:15:44.300]and I haven't seen a response.
[00:15:45.840]How are things going?
[00:15:46.780]Or,
[00:15:47.760]the project is due next week.
[00:15:50.000]Please provide me with an estimate
[00:15:51.620]of when you'll be finished with your portion of the project
[00:15:54.760]so we can plan next steps.
[00:15:56.460]Moving forward,
[00:15:58.020]please respond to emails within one business day.
[00:16:00.940]When I noticed isn't enough.
[00:16:05.760]During a follow-up conversation with Kelly,
[00:16:08.400]you learn that she's missed a major deadline on the project.
[00:16:11.380]This is not the first time Kelly's missed a deadline
[00:16:14.300]and failed to let you know about it.
[00:16:16.100]You've had several,
[00:16:17.500]informal conversations over the last few months
[00:16:20.020]stressing the importance of deadlines and communication.
[00:16:23.160]At this point,
[00:16:24.840]a formal conversation is needed to set expectations
[00:16:28.400]and address performance.
[00:16:30.320]In preparation for the formal conversation,
[00:16:35.620]first, be clear on the issue.
[00:16:37.900]In this case, Kelly is missing repeated deadlines
[00:16:41.500]and not letting others know.
[00:16:42.880]Gather the facts and get organized.
[00:16:45.740]Ask yourself,
[00:16:47.240]what is your firsthand knowledge of this situation?
[00:16:49.820]What have you observed?
[00:16:51.520]When did you have prior conversations
[00:16:54.280]with Kelly about this issue?
[00:16:56.020]Do you need to speak with others to gather information?
[00:16:59.260]Review and decide what information is important.
[00:17:02.840]Is it from a credible source?
[00:17:05.440]Is there a pattern of behavior over time, as with Kelly?
[00:17:09.200]What is the impact on the workplace?
[00:17:12.060]Are there other factors to consider?
[00:17:14.960]In this case,
[00:17:16.980]has Kelly missed work or been on vacation?
[00:17:20.120]That doesn't change the fact that she still missed the deadline,
[00:17:23.780]but it provides additional details to consider before meeting with her.
[00:17:27.740]Does it rise to the level of having a formal conversation with the employee?
[00:17:32.040]In this case, it does.
[00:17:34.380]You've decided you need to meet with Kelly for a formal conversation.
[00:17:42.540]First, prepare yourself.
[00:17:44.480]Calm your emotions so you can have a
[00:17:46.720]conversation in a productive manner.
[00:17:48.540]Don't call the meeting if you're upset.
[00:17:50.520]Then, identify an appropriate space and time for the meeting.
[00:17:55.580]Make the meeting safe space, safe and private for both of you and for the employee to have
[00:18:03.840]a conversation.
[00:18:04.460]Request a meeting with Kelly, either verbally or via email.
[00:18:09.680]Explain that you need to meet about project deadlines.
[00:18:13.000]Be upfront about the purpose of the meeting so there are no surprises.
[00:18:16.660]for the employee.
[00:18:18.240]If you send a calendar invite, be sure the title
[00:18:21.380]the meeting is generic. The calendar invite might say "project meeting" in order to provide
[00:18:26.980]confidentiality. Write your script in practice with a supervisor or with HR if that would be
[00:18:33.220]helpful. Or write up your main talking points on a piece of paper so you don't get off track
[00:18:39.140]and to ensure that you address all of the issues. It's important to set the tone for this type of
[00:18:47.220]formal conversation and here's some things to keep in mind. Your tone of voice should be calm
[00:18:52.560]and firm but not scolding. Don't apologize for needing to have the conversation. This is
[00:18:58.580]important. Make sure you are able to directly face your employee during this meeting. Remove
[00:19:05.400]distractions. Close your laptop. Silence your phone. Be present and make sure you won't be
[00:19:11.040]interrupted. These types of conversations can evoke strong emotions. Be prepared to
[00:19:17.080]de-escalate. We'll talk more about this in a minute. The purpose of this meeting is not to
[00:19:22.440]punish. We are clarifying expectations and making a plan for how to move forward.
[00:19:28.000]Avoid small talk or chatty conversations. Remember that your employee is likely nervous
[00:19:36.720]and you just need to get to the point. State the purpose of the meeting, such as,
[00:19:41.840]I've requested this meeting to talk about you missing deadlines and failing to communicate
[00:19:46.940]with the team. Describe the gap between your expectations and their performance.
[00:19:52.420]I expect that all project deadlines will be met or I will be notified if we are behind schedule.
[00:20:00.180]Ask, is there something I'm missing? Or help me understand why this continues to happen.
[00:20:06.840]Listen to determine if you don't have the full story.
[00:20:10.040]Next, confirm the expectation.
[00:20:16.800]Reiterate your expectation and then state what needs to happen moving forward.
[00:20:21.940]You did blank and I need you to blank.
[00:20:25.420]Communicating with me if you are struggling to meet deadlines is non-negotiable.
[00:20:32.040]Going forward, I need you to send me an email update every Monday afternoon with your current status on this project.
[00:20:39.660]Provide relevant resources, things like policies, standard operating procedures,
[00:20:46.660]and training resources. You can also recommend the Employee Assistance Program if the employee
[00:20:51.360]is experiencing other challenges that impact their work.
[00:20:55.900]Kevin previously worked on a similar project and would be an excellent resource if you
[00:20:59.840]have questions on the details. If you have questions about prioritizing your work, please
[00:21:04.620]contact me. End the meeting and then document it. Stay behind and let them exit. Let me
[00:21:11.680]know if you have any questions or need clarification. Minimize small talk because it
[00:21:16.520]distracts from the seriousness of the conversation. The purpose of the meeting is not
[00:21:21.500]punishment or a gotcha conversation. It is on clarifying expectations and giving the
[00:21:27.860]employee the opportunity to ask questions. So many potential issues can be cleared up
[00:21:34.560]with this strategy. It takes practice to become comfortable with confronting issues in
[00:21:42.080]the workplace. A list of bullet points can help you stay on track.
[00:21:46.380]Sometimes, formal meetings can elicit strong reactions from employees. Here are some examples
[00:21:53.660]of how you can respond to various reactions. Denial can sound like, "It's not my job,"
[00:22:07.560]or "That's not what happened," or "That's not what I said."
[00:22:12.180]Your response as a manager should be to restate the expectation.
[00:22:16.240]Don't argue about what did or didn't happen, just restate how things need to look moving
[00:22:22.240]forward. My expectation is that you will meet deadlines
[00:22:26.220]moving forward and check in with me once a week on your progress.
[00:22:30.600]Diversion. Sometimes employees will try to divert the
[00:22:33.660]focus to other people or non-relevant issues. You may encounter a case of the, "But what
[00:22:39.360]abouts? What about Sally? What about the office across the hall not doing their part?" As
[00:22:46.100]an interpreter, remember that you can't say how you're going to handle concerns with another
[00:22:51.480]employee. You are in control of this conversation, and you might say, "We're not here to talk
[00:22:57.300]about Sally. The focus of this conversation is my expectations for your work performance."
[00:23:03.960]The employee may try interrupting or arguing. You can say, "We're not here to argue," or
[00:23:09.220]"This isn't up for debate." They may try to minimize the rule or say it's stupid, saying
[00:23:15.960]"The old manager let us do this," or "I've been doing it this way for the last two years."
[00:23:21.980]You might respond with, "This is my expectation of how we're going to complete this task.
[00:23:27.060]Here's what needs to happen moving forward." Sometimes there's avoidance. This can look
[00:23:32.100]like silence. They might not say anything at all, or they say, "I don't know what to
[00:23:37.640]say." Notice the silence. Ask for acknowledgement that they heard what you said.
[00:23:45.820]And if they have something to add, state that you'll give them space to process and that
[00:23:50.720]you're available to meet again. Then end the meeting.
[00:23:55.540]Another form of avoidance is anger. And this is the reaction a lot of supervisors fear
[00:24:00.700]the most. Your employee may raise their voice and say something like, "This is ridiculous.
[00:24:07.100]I don't have to put up with it." Remember, you can end the conversation anytime. You
[00:24:12.820]might say something like, "This isn't feeling very productive.
[00:24:15.680]Right now. Let's touch base tomorrow morning after you've had time to process my concerns."
[00:24:22.200]Or, "Raising your voice isn't professional. Let's take a break from this conversation
[00:24:27.080]and talk again tomorrow." If the employee continues to escalate or won't leave, you
[00:24:32.480]may need to be more direct and say something like, "This conversation is over. Please go
[00:24:37.940]back to your desk." If needed, you may need to direct the employee to leave work for the
[00:24:44.540]day.
[00:24:45.540]At this point, you need to call HR.
[00:24:50.560]Another type of response would be that the employee accepts responsibility.
[00:24:54.940]Sometimes employees will readily own their behavior and say something like, "You're right.
[00:25:00.320]I forgot."
[00:25:02.020]Just because they're honest doesn't mean they're off the hook.
[00:25:04.800]Say something like, "Thank you for being honest with me.
[00:25:07.420]I know you'll make sure it gets done from now on."
[00:25:11.320]Remember that many of these reactions are a result of the employee being uncomfortable
[00:25:15.400]and may not be intentional.
[00:25:17.040]Don't take it personally.
[00:25:22.340]Documentation is very important for both informal and formal performance conversations,
[00:25:28.380]and for both good and not-so-good performance.
[00:25:32.360]Documentation is more credible than your memory down the road.
[00:25:36.220]You may remember it wrong.
[00:25:37.920]You may think you addressed it recently when actually it was a year ago.
[00:25:41.760]It helps to promote clarity of expectations for both you
[00:25:45.260]and the employee.
[00:25:47.500]You or others familiar with this situation may no longer be available.
[00:25:51.580]If you win the lottery, what would the next supervisor need to know
[00:25:55.140]about this employee's performance?
[00:25:58.620]Documentation helps you and HR make better decisions down the road.
[00:26:03.840]Documentation also shows that you are following good faith and fair dealing practices.
[00:26:08.660]A big part of documentation is showing that we are providing
[00:26:11.760]clear expectations to the employee and giving
[00:26:15.120]them an opportunity and time to get back on track.
[00:26:19.500]Having conversations and the documentation of those conversations go hand in hand.
[00:26:24.080]We need both.
[00:26:28.820]There are two ways to document: informal manager notes and formal documentation.
[00:26:34.660]All documentation should contain only observable and factual information.
[00:26:40.660]Manager notes are for your memory and smaller impact issues.
[00:26:44.980]Most time occurrences that you address things informally go into your manager notes.
[00:26:49.980]For example, send yourself an email summarizing the conversation and create a folder for these
[00:26:55.240]type of notes.
[00:26:56.740]You could also use these notes later if you start to see a pattern of behavior over time.
[00:27:02.900]Formal documentation is necessary for concerning patterns of behavior, larger impact issues,
[00:27:08.960]or clear policy violations.
[00:27:11.760]Reach out to HR regarding formal documentation.
[00:27:14.840]Or any big impact performance issues.
[00:27:18.280]Formal documentation that is addressed with the employee also needs to be included in
[00:27:23.120]their personnel file, the employee's verbal performance conversation, and their written
[00:27:28.400]performance review documentation.
[00:27:30.800]Remember, all documentation should contain only observable and factual information.
[00:27:36.780]Both manager notes and performance documentation can be subpoenaed in court proceedings.
[00:27:44.700]So, what does good documentation look like?
[00:27:49.740]Timely documentation occurs immediately after the conversation, not three months later.
[00:27:55.580]The email timestamp can provide evidence of the date.
[00:28:00.200]Using email also means that the documentation is legible.
[00:28:04.120]Your handwritten notes may not be even to you.
[00:28:08.960]Include only the facts, not your opinions.
[00:28:12.040]Don't include your assumptions about their motivations.
[00:28:14.560]Or your frustrations with the employee.
[00:28:17.620]Make sure to use sufficient detail.
[00:28:19.760]Don't say, "Sally was angry."
[00:28:22.120]Say, "Sally slammed her hands down on the desk.
[00:28:25.760]Her voice was loud.
[00:28:27.020]Her face was red.
[00:28:28.280]She said, 'This really pisses me off.'"
[00:28:31.560]If someone uses profanity, document the actual words used.
[00:28:36.740]Make sure formal documentation is acknowledged by the employee.
[00:28:40.600]What does that look like?
[00:28:42.000]If it's an email, ask them to send back
[00:28:44.420]an acknowledgment that they've received it.
[00:28:46.580]Don't rely on red receipts.
[00:28:48.800]Remember that if the employee doesn't--
[00:28:51.300]sorry, remember that the employee doesn't need to agree.
[00:28:54.360]They just need to acknowledge that they've received it.
[00:28:56.960]If they choose not to acknowledge it,
[00:28:58.640]that's OK, too.
[00:29:00.360]Keep in mind, formal performance documentation
[00:29:02.960]is not ever done through text or Teams chat.
[00:29:06.680]Here's an example of an email template for documenting a formal
[00:29:14.280]conversation you've had with an employee.
[00:29:16.700]This should be a single topic email.
[00:29:18.580]Don't add it to a chain of previous emails.
[00:29:21.780]And be cautious of including anything in the email
[00:29:24.400]that you didn't talk about during the meeting.
[00:29:27.160]Only include the things that were directly discussed.
[00:29:30.740]If things need to escalate, HR will ask,
[00:29:33.940]what has the employee been told verbally,
[00:29:36.160]and what has the employee been told in writing?
[00:29:39.160]Double check your clarity.
[00:29:41.080]If you picked up this email six months from now, how
[00:29:44.140]clear of a picture would it create?
[00:29:47.380]An example would be, Kelly, thank you
[00:29:50.760]for meeting with me yesterday.
[00:29:52.520]On March 21, 2024, during our team meeting,
[00:29:55.900]I learned that you missed a major deadline
[00:29:58.220]on the Alabama project.
[00:30:00.220]Also, you failed to respond to my email on March 15, 2024,
[00:30:04.840]requesting a project update.
[00:30:07.060]This does not meet the expectations we
[00:30:09.560]discussed back in January.
[00:30:11.640]Going forward, I expect all project
[00:30:14.000]deadlines will be met or that I will be notified
[00:30:16.960]in a timely manner that you are behind schedule.
[00:30:19.880]Also, I expect that you will respond to emails
[00:30:22.880]within one business day.
[00:30:25.160]Let me know if you have any questions,
[00:30:27.320]and please respond by Friday to indicate
[00:30:29.480]that you received this email.
[00:30:30.980]Thank you, Megan Manager.
[00:30:32.480]Documentation may be located in more than one location
[00:30:40.460]or format, but all documentation must remain
[00:30:43.860]confidential and secure.
[00:30:46.200]The HR personnel file is maintained by HR
[00:30:50.160]and the business center.
[00:30:52.200]These things include things like offer letters,
[00:30:55.860]job descriptions, formal performance reviews.
[00:30:59.780]Nothing unfavorable about an employee
[00:31:02.040]can be placed in the HR personnel file
[00:31:04.420]without their knowledge.
[00:31:07.440]HR personnel files are secured in strict compliance
[00:31:11.400]with federal and state laws.
[00:31:13.720]Diversity policy also governs the confidentiality
[00:31:16.600]of information and records retention.
[00:31:19.300]Employees may view their HR personnel file
[00:31:22.400]with the business center with advance notice
[00:31:24.920]during regular hours.
[00:31:27.120]Some units use an electronic review system.
[00:31:31.160]This serves as an official performance record.
[00:31:33.780]You can upload documents in that system
[00:31:36.400]that relate to performance, both positive and negative.
[00:31:40.160]We encourage you to use your designated electronic review
[00:31:43.580]system to maintain documentation.
[00:31:47.120]The second location is your manager notes.
[00:31:50.060]These are for your memory, and they are maintained by you.
[00:31:53.680]Employees do not have access.
[00:31:56.180]Manager notes may contain your original notes
[00:31:59.060]about the employee's behavior, documentation
[00:32:02.180]of formal and informal meetings, and your copies
[00:32:05.600]of any corrective action and performance reviews.
[00:32:08.860]Remember, the official copies go to the HR personnel file.
[00:32:13.440]Do not save family and medical leave, workers' compensation,
[00:32:17.580]or disability information in this file.
[00:32:21.120]When you are given that type of information,
[00:32:23.280]please ensure that it goes to the HR personnel file.
[00:32:26.940]Remember that anything that you save in your personal OneDrive
[00:32:30.940]or in your email will be deleted if you ever
[00:32:33.960]leave the university.
[00:32:35.000]Documenting is proof that you had the conversation.
[00:32:43.300]If it was not documented, it didn't happen.
[00:32:46.860]If you have questions, reach out to HR.
[00:32:49.060]We're here to help you.
[00:32:50.060]Once you've had an informal or a formal meeting
[00:32:57.440]with an employee, don't forget to follow up.
[00:32:59.740]Notice improvements and any continued concerns.
[00:33:03.560]Appreciating effort reinforces changes in behavior
[00:33:06.740]and supports positive performance.
[00:33:09.840]When you notice improved performance, acknowledge it
[00:33:13.160]like, hey, thanks for giving me the project update
[00:33:16.060]I asked for.
[00:33:16.760]I appreciate the effort.
[00:33:18.080]Keep it up.
[00:33:20.160]If you notice that the concerns have continued,
[00:33:22.400]check in right away.
[00:33:23.900]Don't let that keep happening.
[00:33:25.940]Something like, hey, I noticed you missed the Alabama project
[00:33:30.020]deadline this week.
[00:33:31.200]Let's meet later to discuss what happened.
[00:33:33.800]This is something you can say in the moment
[00:33:35.720]to let the employee know you're aware that expectations were
[00:33:38.960]not met.
[00:33:40.100]Then you can prepare for another conversation
[00:33:43.020]to clarify again or seek help from HR
[00:33:46.380]to determine if additional corrective action is necessary.
[00:33:50.220]Remember to document positive and/or negative progress.
[00:33:54.540]Both should be included in the employee's
[00:33:57.720]next performance review.
[00:33:59.200]When you reach out to HR for help correcting employee
[00:34:06.120]performance or behavior, they will
[00:34:08.160]ask these types of questions.
[00:34:10.440]When did you first address it, and when did
[00:34:12.880]you last address it?
[00:34:15.040]What has the employee been told verbally,
[00:34:17.620]and what have they been told in writing?
[00:34:20.260]What does the employee's last performance review look like?
[00:34:24.400]Documentation and performance reviews
[00:34:26.860]should align with the conversations held
[00:34:29.120]with the employee.
[00:34:30.800]As an example, a manager contacts HR and states
[00:34:34.460]the employee has failed to meet expectations
[00:34:37.000]over the last year.
[00:34:39.020]When HR pulls the most recent performance review,
[00:34:41.940]it shows that the employee has not
[00:34:42.740]met expectations over the last year.
[00:34:44.380]The employee is meeting expectation and there is no mention
[00:34:45.760]of any concerning behavior.
[00:34:47.780]When the most recent performance review is positive,
[00:34:50.600]it's difficult to say that the employee has been made aware
[00:34:53.340]of ongoing concerns.
[00:34:55.020]The best way to prepare for corrective action
[00:34:58.840]is to have consistent and complete documentation.
[00:35:02.840]Clear policy or law violations should be reported
[00:35:06.620]right away to HR.
[00:35:08.440]In these situations,
[00:35:09.740]a pattern of documentation may not always be
[00:35:12.600]required for corrective action.
[00:35:14.520]Your role as a manager is to establish
[00:35:20.340]and maintain norms in the workplace,
[00:35:22.820]clarify boundaries,
[00:35:24.060]and have ongoing performance conversations.
[00:35:27.560]Document your discussions and elevate concerns as needed.
[00:35:31.760]And don't forget to follow up,
[00:35:33.500]check on progress and acknowledge improvements.
[00:35:36.880]You need to call HR when you need to talk
[00:35:39.180]through a situation and you're not sure how to handle it.
[00:35:42.460]You'd like to discuss continuing patterns
[00:35:44.860]of behavior or serious issues.
[00:35:47.920]You want to initiate formal corrective action
[00:35:51.040]or you need to report policy or law violations.
[00:35:54.400]Our key takeaways from this presentation are,
[00:36:01.120]as a manager, you should care enough about your employees
[00:36:03.820]to discuss your concerns, their progress
[00:36:06.580]and their overall performance.
[00:36:09.060]Being clear is kind, your employees should
[00:36:12.320]know what you expect.
[00:36:14.820]Also, any behavior that you don't address
[00:36:17.660]with your employees, you accept.
[00:36:19.920]If it's not documented, it didn't happen.
[00:36:24.040]And finally, don't be afraid to ask HR for help.
[00:36:28.500]That's why we're here.
[00:36:30.540]Being a supervisor isn't easy,
[00:36:32.780]but we know that with this information,
[00:36:34.740]you'll have more knowledge, tools and confidence
[00:36:38.140]to manage your team.
[00:36:39.640]Thank you.

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Building the Skills to be a More Effective Manager

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