Management Basics Aren't So Simple

By Marcus Miller

What do employees want? Is it more money, advancement? These are typical questions from new managers.

The answer is simple, as well as complicated at the same time. Simple because what people want is fairly universal, complicated because within those components is what motivates each individual.

For example, when it comes to the foundation of human wants at work, the Basics are relatively constant. Employees want to know:

• How am I doing?
• How can I grow and stay challenged?
• How can I improve?
• What is expected of me?
• Where do I stand?

The manager who can answer those wants for each employee can create a healthy workplace, where people operate with full information about what is expected of them and how they are performing. The problem is that most managers don't execute these Basics very well and don't do them consistently. Like with most things, the simple Basics aren't that simple.

Most organizations have created the annual performance review process, which includes tools and events to help managers communicate these Basics. For instance:

• After the performance review, many organizations expect their managers to have career development discussions with employees.
• At the beginning of each year, most managers establish goals and performance standards with their employees.
• Most performance review forms include a section on how the employee can improve.
• Performance reviews are intended to let employees know where they stand.
• Throughout the year, managers provide ongoing feedback.

But even with these tools, the process often misses the mark. Managers aren't always candid during the performance review and sometimes rate a below average employee as exceeding expectations. Why? Because they don't want to hurt their employees feelings, or because they haven't mentioned any problems all year and know they shouldn't surprise them at performance review time. Meanwhile, good performers are resentful because a poor performer is not being dealt with.

Attending to the Basics is one aspect, but individual motivation needs to be monitored. Exit interviews reveal some consistent responses across generations, professions and industries. The most common reasons people leave are:

• Disrespect for the individual; feeling that their contributions are not valued.
• Little or no involvement or participation in decision-making
• Poor communication.
• Stagnation; lack of growth and challenge in the job.
• Unclear expectations and little or no feedback.

However, the direct feedback and response in the Exit interview can be a bit misleading. Employees may say they are leaving for a better opportunity, so managers should be reflective and analyze their contributions. They should ask themselves what they are doing about managing growth and challenge and whether they could have helped to expand the job into a new position.

Also, in the Exit interview, employees often say they are leaving for more money. Even if that is true, there is usually more that can be revealed. In many cases, employees leave because they don't feel appreciated or recognized. Rather then admitting that this is the main reason and sounding petty, employees comment on their pay.

Of course, people do leave for bigger and better things, but often are running from a job rather then running to a new job. In other words, if they were getting their Basic needs met, they wouldn't be looking for a new opportunity in the first place.

Managing people is not for the timid. Simple matters can turn into complex issues if not handled appropriately and adequately. But leaders who stick to the Basics will have motivated employees, less turnover and an overall pleasant environment to work in.

Marcus Miller (Marcus.Miller@LEAPJob.com) is the President of LEAPJob (www.LEAPJob.com), a Human Resources Consulting firm focused on improving its clients' capabilities to attract, hire and retain great people. You can reach Marcus at 905.281.3090, Ext. 21.