The effectiveness of internal communication permeates an entire company. In fact, it even affects a firm’s bottom line. Forbes reported on one study that found companies with effective communication practices have 47 percent higher total returns to their shareholders. The effects of bad communication are numerous, including low productivity, decreased employee morale, poor product quality, bad customer service and absenteeism. However, the importance of effective communication in the workplace is felt most acutely when a company faces litigation. Does your company have an effective communication policy, covering employee performance, disciplinary action and terminations? Documenting both good and bad employee behavior is critical to retaining your most valued employees and protecting the company when termination is necessary. What can you do to ensure your company is following best practices?
Most companies have a general form to follow when completing evaluations or taking disciplinary action against an employee. However, much of the verbiage and detail is left to the supervisor to provide. For the benefit of both the company and the employee, supervisors must be trained to accurately perform these evaluations without using language that leaves the company open to litigation. Additionally, employees need a straightforward evaluation in order to improve their job performance. Consider these 10 tips.
- Include the: who, what, when, where and how. The first rule in documentation is that it must document the performance or event. Use full names, not nicknames. Name any witnesses. Don’t forget the author of the documentation. Include locations, dates and times.
- Give examples. Avoid using vague labels, such as “the employee lacks enthusiasm” or “he is not a team player.” Instead give specific examples. What did the employee do or fail to do? For example, instead of saying that someone “does not follow direction,” the supervisor may write “the employee is resistant to direction from his supervisor and tries to persuade other team members to do the same, generating a negative attitude throughout the team.” Conversely, instead of writing that an employee has a “good attitude,” write “the employee follows direction, takes responsibility for his actions, encourages others to follow leadership, generating a productive team spirit.” Specifically tell employees what they are doing right or wrong, while fully documenting their work record.
- Focus on the facts. Have concrete data for your evaluation. Avoid phrasing like “the employee is not applying himself” or “he or she doesn’t have attention to detail.” Resist the need to justify their actions. For example, saying things like “the employee did not meet her goals due to being out on leave during the second quarter.” First, this creates an atmosphere where the employee feels attacked and will become defensive. Secondly, it opens up the possibility for the company to be sued for discrimination. Instead, set goals for each employee and report on how those goals were met.
- Avoid your opinion. Whether you are giving a positive review or a negative one, avoid phrases that give your opinion. Starting sentences with “I think” or “It seems to me that” give the impression that the employee’s behavior is a matter of your opinion and is not based on fact. Instead, be specific and avoid using the passive voice.
- Note the consequences. When disciplinary action is taken, employees must always understand the consequences if the behavior is not discontinued. Again, straightforward language is critical to maintaining effective communication. Is suspension or termination a possibility? Will the employee not qualify for a bonus? Write in clear terms.
- Stay clear of these phrases. Certain phrases can be misconstrued as “code” for discrimination. Avoid them. For example, “doesn’t fit in” or “not a team player” could be translated into an employee being persecuted simply because they are different or part of a protected class. “Difficult personality” could be misconstrued if the employee turns out to suffer from depression or another psychological disability. Avoid these vague labels. As noted above, stick to the facts.
- Don’t forget employee actions. Employees have responsibilities during the evaluation process too. Don’t forget to have them sign and date that they received and understand the documentation. Additionally, give them the opportunity to respond, and keep their responses on file.
- Don’t delay. If an event occurs that requires disciplinary action, be sure to document it immediately. The details will be fresh in the minds of both parties. Additionally, any delay may look like it was not a priority to the employer or even that details were exaggerated later.
- Be consistent. The same policies must be applied across the board. Any indication of favoritism will not be looked on sympathetically in court. Be conscious that all policy infractions are dealt with in the same way. Documentation may be confidential, but employees inevitably talk. They will compare notes, especially when disgruntled.
- Watch out for handwritten notes. Even personal notes can be viewed by a judge. Avoid handwritten notations on resumes, applications, warnings and evaluations. Don’t alter documents at all. All applicable notes should be included on the copy that the employee and supervisor sign. The same principle applies to electronic notations too. Be aware that emails about employee behavior can enter as evidence in a court case. Always handle disciplinary action and evaluations according to company policy.
The effects of effective communication reach far deeper than avoiding litigation. When employees know where they stand, they feel valued. Convey that you want to help them reach their full potential. Valued employees are more engaged and more likely to improve and remain loyal. Advantage Administration is committed to helping private practices and academic medical centers reach optimal efficiency. Maintaining effective communication is critical to achieving that. Contact us to learn more.