One of the least-performed tasks that managers perform is that of showing adequate appreciation for work that is carried out. As we know, recognition and appreciation are two of the key motivational drivers for everyone, yet we often fall short of recognising people’s performance, and there are many reasons for this.

Some managers say that they pay people to do their work, and that is recognition enough, isn’t it? Also, the performance is only adequate, so why should I thank them or show appreciation for just an average job?

Well, that’s all very understandable; however, everyone needs to feel that they are noticed and feel appreciated. It’s basic motivational practice. So how can you make sure that what you do is noticed, appreciated, recognised and understood?

Firstly, when you are discussing your manager’s expectations of you, tell them that you really like to get plenty of feedback, particularly when things have gone well. This helps you to recognise what you can do in the future to maintain this good performance. When you do get some positive feedback, make sure you reinforce this boss behaviour by saying how much it is appreciated.

Secondly, and depending on the type of work you do, try to build up some recognition mechanics that you personally can measure (like goals, targets, etc) so that when you achieve them, you have some personal recognition that you can inwardly appreciate.

Remember, you may not be able to change your boss and the way they interact with you, but you can certainly recognise yourself and the good things you do. This personal satisfaction will keep driving you and enable you to dip into your reserves of intrinsic motivation when you need it.

Thanks again

Sean

Sean McPheat
Managing Director
MTD Management Training Course

Click below for a:
Free email course “Improve your Management Skills”

Employees who take more days off than their peers can cause real problems for you. Morale, productivity and profits can be affected, and can irritate you more than than anything else, as you have to make swift arrangements to cover for the absent person, or simply lose the value of their contribution for the time they are off.

What can you do to deal with this ever-increasing problem?

Ensure team members rely on each other
They are less likely to take time off if they know their team mates will be affected by their actions. So, use work teams to get employees involved with each other. Let them work on projects or activities where they rely on each other’s input. Build trust within the team by opening the lines of communication in team meetings.

Look for warning signs
Keeping regular contact with each employee you are responsible for may nip potential problems in the bud. If people take time off because they are bored or don’t find the job challenging, you will pick this up in your regular 1-2-1 chats with them.

Watch for patterns
If the employee regularly takes time off that coincides with major events or happens to be a certain day of the week, keeping tabs on this may highlight a particular problem.

Maintain an evidence record
If you’re suspicious about a person’s absentee record, you need to keep evidence in writing, so you can manage the situation properly, if it comes down to it.

On their return, review the situation
The employee needs to know that you take it seriously, so a quick meeting on their return can un-earth specific problems they may be encountering.

Support legitimate personal problems
All sorts of problems may cause a person to take time off, and if family problems, low self-esteem, genuine illness or lack of motivation at work are seen as root causes, you need to approach these situation empathetically. Could the company offer help by way of training, extra holidays to deal with crises, counselling or something similar?

Make firm decisions if necessary
With a written record of the situation,you have strong grounds to approach the person with evidence and the need for explanations. Whatever the cause is, take firm action to deal with the problem. The longer it goes on, the more frustrated you will become with them, and that is not good for your employee relationships.

If counselling is required, arrange it. If discipline is needed, take it swiftly. If a warning or stronger is warranted, notify them in writing, and have the m sign the documents. The employee needs to know where they stand, and you need to set the standard for the team you lead.

Here are some tips in setting standards with a team of people:

Reward good performance that can only be attained by excellent attendance
Consider flexible working hours, child-care facilities and fitness programmes
Have policies to deal with legitimate employee absence. Keep in touch with absent colleagues by phone to check their illness
Look closely at the specific reasons why staff choose to be absent. If it’s regular, it may have more to do with the type of work that they are doing than any outside influence.

Dealing with absenteeism is a frustrating and sometimes annoying aspect of your job, but by analysing and recording the reasons, you give yourself a good chance of dealing with it it effectively.

Thanks again

Sean

Sean McPheat
Managing Director
MTD Management Course

Click below for a:
FREE email course “Improve Your Management Skills”