Roanoke Times
Copyright (c) 1995, Landmark Communications, Inc.
DATE: SUNDAY, October 30, 1994 TAG: 9412060038
SECTION: BUSINESS PAGE: F-4 EDITION: METRO
SOURCE: CAMILLE WRIGHT MILLER
DATELINE: LENGTH: Medium
A: Laura M. Land, Carilion Health System's director of employment and equal opportunity, believes "specific criteria can't be applied." Each case must be considered individually.
Land sees part of the screening process as looking for "logical progression and continuity" in work history. For Land, this can mean either "evidence that an outcome was in mind" (progressively greater responsibilities along with promotions) or signs that an individual was "coping with circumstances, such as a plant closing causing a person to take an interim job."
"While frequent job changes could be cause for concern," Land believes it isn't "if reasons for changing are apparent. As people grow and learn, they sometimes have broader experiences by having different experiences."
Whether one changes jobs frequently or never, Land believes it's "important to schedule regular self-evaluations." Ask "where am I, what does this mean for the future, am I pleased with what I'm doing?" Self-evaluations can reaffirm job satisfaction, cause redefinition of earlier goals, or signal time to change.
Land believes being "pro-active is ideal for success. If change is necessary, it's better at a point where evaluations are logical, reasoned, and well-thought out." If no change is necessary, "it's good to confirm that." The least desirable position is to let job dissatisfaction go so far that you're "mentally negative." Job search difficulties are then only compounded.
Q: One employee frequently misses work (cars won't start, illness, etc.). Absences affect morale while everyone pulls heavier loads.
A: Absences for illness or inability to get to work should be supported. Absences caused by stress or exhaustion are acceptable; tired employees make costly errors. Habitual absence suggests employee problems.
Absences are higher among employees with values and attitudes inconsistent with work ethics, in those inadequately prepared to perform tasks, and for those with low job satisfaction and little motivation. Personal problems, substance abuse and depression also contribute to absenteeism.
Without sanctions for absenteeism, the chronically absent have no reason to change behavior. If employees abuse the system, consequences must be immediate, severe enough to bring change, and implemented with each absence. Meet with the personnel officer to discuss consequences for future absences. Exactly how many more absences will be tolerated?
Talk with the employee and state that the record of absences is unacceptable. Explain that job performance suffers, staff members become overloaded, and work can't be accomplished whenever there's an absence. Ask what problems contribute to the absences. Offer to assist in obtaining counseling, if necessary. Inform the employee of the number of acceptable absences for a stated time period. Be clear that the employee will be terminated if attendance doesn't improve. Follow through. Even if faced with training a new employee, there will be no longer the constant annoyance of wondering if you'll have a full staff each day.
Finally, consider policy changes. A policy which rewards attendance complements needed sick leave policies. Annual absenteeism accounts for $40 billion lost each year in the United States, so creative responses are worth investigating.
Q: I can't get definite decisions. My boss waits weeks before giving the go-ahead on ideas.
A: Some individuals need considerable time to evaluate information, some have too much work or aren't organized enough to give timely feedback, and some simply procrastinate. You can speed feedback by taking requests a step further before presenting them for decisions.
Whatever the idea and in whatever format, summarize the request, key points and budget requirements on one page. Append a second page listing benefits and disadvantages the company will experience if the project is implemented. Your goal is to do most of the decision thinking for your boss.
Present the summary. At the conclusion of the meeting, ask when a decision may be expected. Mark the date on your calendar. Shortly before the decision date, send a note saying you're looking forward to hearing the decision on ... (date and day of the week). Add an additional thought you've had about the project and note appreciation for time given to the decision. When decisions come in on time, praise the boss for timeliness. Positive reinforcement helps get the behavior you need.
by CNB