Some employees will permanently perform and behave better if they believe their jobs are at stake. But for others, the improvement is only temporary. That’s why it is important to track performance and behavior over time.
Sometimes, when investigating serious charges against an employee, it’s best to temporarily suspend him. If you use this approach, always do so uniformly and apply the same rules to similarly situated workers. Don’t, for example, suspend some with pay and others without.
Some employees are hypersensitive to any criticism, even if it is constructive. That won’t turn a weak discrimination lawsuit into a winner. For example, if the employee receives a largely positive performance review that lists some areas in need of improvement, chances are the court will toss the case fast.
U.S. workers may not trust their boss, but they do trust their colleagues. More than a third of workers (34%) say they “very much” trust their work colleagues and another 38% say they “moderately” do, according to a survey by consultant Lee Hecht Harrison.
After a major merger, Sims Metal Management in Princeton, N.J., polled employees to learn how engaged they were in their work, and got an overwhelming response. More than 90% of the employees responded to the organization’s first-ever employee engagement survey.
Years ago, Jon was part of a three-member team with an important daily 10 a.m. meeting. The other two members were routinely late. “I had a decision to make,” he says. “What if I set the expectations for this team meeting going forward? What if I started the meeting on time—all by myself?” That’s exactly what he did.
The 7th Circuit Court of Appeals has concluded that just because an employee who has been demoted received good reviews in the past doesn’t mean that she is still meeting her employer’s legitimate expectations.