A healthcare company leader had employees keeping her up at night. Her main concern was entitlement: tardiness, absenteeism, a spike in peer to peer conflict, giving rewards and additional pay and getting a non-response – or an outright complaint that it wasn’t enough. Basically, she was seeing employees take and take and take and an overall sentiment that the company should simply be happy that the employees showed up to work each day; these team members were lacking in self-awareness and taking no accountability for their actions. The culture was flat at best and the negativity was taking over – people just seemed miserable – especially the CEO and she was worried that it was leeching out to her clients. She had done an employee survey a year before, but the results simply confirmed what she already knew and mistakenly, she didn’t do anything about the mediocre results. She didn’t undertake any changes or take any further action other than simply conducting the survey.
She reached out to us to see if there were a way, we could help in turning this collection of individuals into a true team. Before we could do that, we needed to understand why theses behaviours were happening.
We undertook an audit – interviewed a variety of employees (different roles, departments, tenure, and levels of responsibility) reviewed all the HR documentation (policies, procedures for hiring, promoting, terminating, training, benefits – everything related to HR). In doing so we quickly came to see a few patterns emerge:
The first and largest was concerning unclear expectations provided from leadership. Employees weren’t sure what success looked like for their role and they were not connected to the greater goal of the organization. They just didn’t see the value in the work they were doing.
There were further themes identified around how the rewards and recognition of good behaviour and reaching milestones were handed out
How the policy was interpreted and executed (often inconsistently), and
How poor performance was mostly ignored.
We were able to provide specific tactics to take to implement address the above list:
Expectations By setting very clear expectations on how, when and where the work is to be done and by whom, conflicts were immediately reduced, leaving leadership with more time to motivate the team instead of simply running interference. The other outcome of clear expectations was increased productivity. When a leader says “bring in clients” an employee will be creative in determining what that means (Only bringing in one is still an increase, right?) but when the leader says “your job this month is to bring in 10 clients” the employee works directly toward that goal until it’s met – no creative interpretation required. Through this process with us the employer lost two employees who were at the heart of most of the conflict – all turnover is not bad!