I wrote earlier this month about managing expectations – specifically, customer expectations. As I was wrapping up the post, I mentioned the same is true for employees. We need to manage their expectations as well.
For example, when you have a new employee (or someone being transferred/promoted into a new position), give them the full 411 on their new job: how much they will make, what their job title will be, when they should be at work, where they should report, and what they will do. People want to know that kind of stuff. I once worked for a company that was hiring people so fast, they didn’t have time to tell you your job title. You got it when you showed up on your first day. How do you think that employee felt after they quit their job, showed up for work and got a job title they didn’t want? Yes, it was ugly.
Then, communicate your performance expectations and train employees to your standard. Servers are a great example. I’ve been to restaurants where the company standard is to call all of the customers “guys” – as in “Hi guys!”, “Thanks for stopping in guys!”, “Are you guys ready to order?” Let’s say a server from this restaurant lands a job at a fancier place, where the patrons are not refereed to as “guys”. Well, that employee needs to understand this change in expectation.
Next, let employees know how they’re doing. If they’re doing great…tell them. And, if there are a few things they need to work on…tell them that too. Don’t forget – you need to give them training on how to do it right.
Now this concept doesn’t just apply to new employees. Even employees with a lot of tenure need to have their expectations managed. Think about those times when a new policy, procedure, or program is put into place. Employees need to know the details – in advance. Have you ever seen an employee’s face when a manager explains a new policy was put into place 3 weeks ago and they will provide the details at the next staff meeting? I have. And, my eyes glaze over just like the employee’s.
Lastly, manage expectations with employees by letting them know what you’re all about (meaning what you stand for). For example, I’ve always been fanatical about confidentiality. I believe employees appreciate and take comfort in knowing their personal info, pay data, benefits, etc. is properly maintained and secured. But how would my staff know that confidentiality is my priority if I didn’t tell them? Osmosis??
In the end, managing employee expectations isn’t rocket-science. It’s all about communication. Employees will perform better when you set the level of expectation, communicate it clearly, and manage to it. Not to mention that it will make your life a whole lot easier.
Wally Bock says
Great post. Clear and reasonable expectations are the key to great performance and they don’t exist unless they’re explicit.
Tell the people who work with you what you expect. Check for understanding. Follow up to see if expectations and performance match up. If they don’t describe how they don’t and why it’s important. If they do, especially if you’re helping someone improve performance or behavior, praise the result or the effort.
Puf says
If we start sharing expections, that will lead to accountability, which will lead to apocolypse!
Just kidding, in all honesty if everyone excercised or even possesed common sense, HR would not be needed.
TheHRD says
Surely this is about communication? Lets talk and be clear about what we all expect from eachother and what we require from our colleagues. I’m completely in favour (sorry for the spelling but I’m British) of that as a mantra.
adowling says
I talked, informally, with a few managers the other day about communicating expectations with their employees. The discussion started on annual performance reviews. I made the statement they should be coaching their employees regularly and nothing in the review should be a surprise. Silence. Nice to know they followed the advice I gave them three months ago.
Carla says
I agree with @adowling. Our team comprise six members and we recently discussed implement mentoring sessions (versus annual performance reviews) between our CEO and individual team members. The aim is to help the team members identify their professional strengths and weaknesses but also for the team and CEO to be on the same page with regard to the direction of the company. It will also give the CEO the opportunity to recognise an individual team member’s effort and ensure that each team member know exactly what is expected from him / her. We learnt the hard way that it is vital to involve the whole team from the beginning when new processes are implemented, otherwise they feel left out and lose interest like Sharlyn mentioned. Great post, thank you!
Wally Bock says
It’s important to realize that setting clear expectations is part of supervision. If you are a boss, it’s part of your job. If you call it “mentoring” or “coaching” it seems like a growth/support issue. But you set expectations primarily as part of performance management. You can’t hold people accountable for performance or behavior if they don’t know what’s expected.
Shannon AIOPosters says
One of the most important things about this post is that the expectations need to be clear or else the new empolyee will not be able to live up to them.
shannon