Employee Engagement – Step4 Accountability

July 30, 2017

Finance and Healthcare

Accountability

In our last section, we discussed the effects that the manager to employee relationship can have on employee engagement. But what about within management itself? Is there something that can be done on a peer-to-peer level that can benefit employees? Yes, and the answer is accountability!

If an employee is late, doesn’t show up to work at all, has low performance or behavioral issues, most people would agree that it is the employee’s fault. On the other hand, if that same employee is always on time, is rarely missing, exceeds expectations and works well with others, most would also agree that it was due to the efforts and talents of that employee. This is a very important point because people are promoted and demoted, given raises or terminated due to these standards every day. This is considered acceptable and we can agree this is how the world works.

But what happens if these same employees don’t see management playing by the same rules? If they see exceptions being made or a lack of action being taken when necessary? No one wants to be treated unfairly and a lack of accountability in management can make employees feel that there are different standards within the company. Even worse is when someone in management does something or has a pattern of behavior that would be grounds for dismissal if it was anyone else, but is allowed due to their position.

What ends up being the case is that during performance reviews, management tends to be very honest with the staff, but not as much amongst their own ranks; giving blanket satisfactory ratings when asked to review. Also, something that we see often in the healthcare industry are people put into management positions temporarily until a replacement can be found, but they end up just taking the position indefinitely. This often comes with the lack of reviewing or qualifying of the person because they are still “temporary.” However, isn’t it possible that a team or department might be low performing because of the management itself? If the employees see a job poorly done due to management and yet it’s the people under that manager who are punished, morale can plummet and with it, engagement.

The fix for this problem is easy in principle but perhaps less so in practice. The management needs to be honest with itself. Just like with any other employee, a poor review is not necessarily a death sentence, but rather, a call to action! If after an honest review it seems that there is a problem with a particular manager or managers, bringing it to their attention is not only good for the performance of the company, but the employees themselves can see that there is a standard that everyone else is held to. The goal of any negative review or disciplinary action should not be to punish; it should be with the intention of fixing a problem, and should be approached as such.

If employees can see that management follows the same standards, they won’t be as likely to resent that standard themselves. Additionally, their respect for management and the company as a whole will rise. Having this respect for their managers goes a long way in making sure that employees will follow direction and be happy in their jobs. Just as an individual who takes accountability for their actions cultivates confidence in those around them, so can management. By doing this, a healthier atmosphere will develop, allowing for the growth of employee engagement.

Step5: Quality

Author Bio: Judd Humpherys is a consultant in the home healthcare industry. He leverages expertise to drive gains in revenue, reduce tax liabilities, improve operations, development consistent census growth, and comply with all Medicare regulations. Clients attain and sustain outstanding results through the measurement of key metrics and enhanced employee engagement.

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