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HR professionals share their advice for minimizing worker stress and boosting retention.
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If you’ve ever felt alone and frustrated with the way your organization is operating, you’re not alone. Many managers feel they need to follow up on things they usually shouldn’t, otherwise they may not get done, or get done properly. See if you share at least three, if not all, of these common issues that keep businesses keep running smoothly:
It’s easy to feel distracted or buried by these concerns. In the back of your mind you keep thinking:
There is no easy quick fix, but a couple of fundamentals can make a world of difference to you and your employees.
Team Roles and Responsibilities
Undefined team roles and responsibilities are the largest contributing factors to problems in the workplace, according to employee interviews and project post-mortem recaps. Each employee should be clear about his or her responsibilities, who they are accountable to, what their role is in the company, how their strengths contribute to that role and a plan for any additional training. Give them ownership of their list. They are responsible for it. It’s amazing to see what happens when you give someone the gift of ownership.
And don’t assume they already know what’s expected of them. I sat in on a conversation recently where the owner of a manufacturing company realized that she’d been referring to someone as her “office manager,” although she’d never actually offered the employee this position, nor had she let her know what the job involved.
Once you’ve documented and reviewed with each employee their roles and responsibilities, the last thing you want is for that document to get buried on a server somewhere. The more the document is referred to, acted on and brought into discussions, the more employees will value it.
For example, you may want to start an employee acknowledgement program. You task someone with the initiative, they do a great job, then get promoted or leave the company. Now what? If a transition plan was added to the roles and responsibilities at the start of the initiative, then the transition is that much easier.
Roles and responsibilities can be used when discussing additional support or training needs, accomplishments, re-assignment or transitioning of responsibilities.
In addition to the individual lists you give employees, keep a master list in one document for easy reference. Yes, that means maintaining information in two places, which I normally discourage, but in this case, it’s justified.
Kristen McAlister is president of Cerius Executives, which matches leaders with companies.
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