The Top Ten Mistakes That Hr Directors Make And How To Avoid Them – Part One
Mistake Number 1: Treat Employees Poorly In Front Of Their Peers
Leo managed a customer support workgroup. He never passed up an opportunity to correct or criticise his staff publicly. In meetings and group emails, Leo made sure everyone knew who and what was making him unhappy. Leo viewed this as an efficient way to communicate his desires, but these confrontations were embarrassing and annoying for the group. They felt that they were drawn into matters that didn’t concern them. Worse, these public tirades often had a negative impact within the workgroup, sometimes pitting member against member. The staff viewed Leo as a petty, punitive tyrant who misunderstood their work and valued procedure above all else. Morale was low knowledgeable employees frequently looked for positions elsewhere.
Leo violates one of the first rules of supervision: Praise publicly, but criticise privately. Public criticism strikes three blows: first, it devalues working relationships, making positive interaction more difficult. Studies have shown that people will follow the example of an authority figure even when they do not personally share the authority figure’s beliefs. By publicly treating someone poorly, a supervisor gives tacit permission for everyone else in the group to do the same. As time goes on, the quality of the communication between manager and employee diminishes. Likewise, the work interaction between employees is similarly damaged, as the issue of competence is regularly brought to the fore.
Second, the target of such a tirade cannot respond publicly to criticisms without being viewed as argumentative. The target is thrown into a no-win situation and rightly comes away feeling angry and demoralized.
Third, deliberate public humiliation sends a negative message to everyone within earshot that always reflects poorly upon the supervisor. Public criticism sets the target up for failure, makes other staff members fearful, and delivers the message that anyone is one misstep away from becoming the target. People cope with fear by leaving the situation. While this tactic may rid a group of a “bad apple” now and then, it also devalues good employees, who will leave as well to avoid being treated poorly. Confrontational, one-way communication powers a constant low-morale/high-turnover cycle.
When correcting, coaching or disciplining employees, do so privately. If you are looking for a “teachable moment” to pass along to other members of the team, find a way to do it that does not embarrass or malign any particular employee.
Parts 2 to 10 will soon follow!
Notes for editors: Claire Blinman is the training manager at Bright Methods in Bristol. For more information visit our website at http://www.brightmethods.co.uk
or call 0800 021 7483
