ROANOKE TIMES
Copyright (c) 1996, Roanoke Times
DATE: Sunday, September 1, 1996 TAG: 9608300076
SECTION: BUSINESS PAGE: 4 EDITION: METRO
COLUMN: Working It Out
SOURCE: CAMILLE WRIGHT MILLER
Q: The new general manager told those in supervisory positions that we have to change evaluation criteria. No employee can rate at the highest level. We have some strong employees who deserve an accurate evaluation, which includes excellent. We don't know how to respond to this policy, but everyone is angry.
A: There's no logical reason to offer evaluation categories and then suggest any one of those categories is unavailable. A personal philosophy that holds that humans can aspire only to absolute excellence is admirable, but it isn't sound management.
Your human resource director, informed of the situation, should be able to explain to the manager the problems that will arise if this policy goes forward.
If the director is stymied, ask co-supervisors to support your raising the issue at the next meeting. That's when you should discuss consequences of such a change - declining productivity and lessened loyalty among them.
If no alteration is possible, ask your manager to formalize the change in writing. A significant shift in policy warrants a memo to support it. If you're to comply, you'll want to have a permanent copy in your files.
Inform your staff of the change in policy. Ask for their continued support while you work to change the manager's mind.
Document evidence of its effect. In a short amount of time you may be in a position to suggest that expanding available performance evaluation categories is a way to increase lost productivity and morale.
Managers frequently move on. It's possible you will be able to welcome his or her replacement and regain the losses. If a replacement looks unlikely within the next year or so, begin searching for a job in an organization that shares your managerial approach.
Q: I'm moving to a new field where most of my co-workers have earned credentials to do the job through formal education. I have the necessary general skills, but lack specific training. I'm lucky to get this job, in a field I've wanted to enter for a long time. But, I'm getting anxious about whether I can do it.
A: Treat this as a challenge you're ready to meet. A willingness to learn and an open, friendly attitude should gain the respect and time needed to learn the specifics.
Most jobs require adapting to a new culture, co-workers, and the way supervisors want tasks completed. Even for those who have received specialized training there is a start-up time.
Be open with your co-workers. Go to them and your supervisor with questions. Ask for recommendations about which books will help you more fully understand the field. Ask about workshops and training sessions in your new field. Do the reading, attend the sessions, and attend recommended classes.
You'll feel additional stress and job-related discomfort while you're in the learning mode. Plan, in advance, on how you'll deal with those emotions.
Q: I recently gave a co-worker personal advice. She had a problem and asked what I'd do. I told her how to handle the problem. She acted on the advice, which turned out to be wrong for the real situation. She won't forgive me. She ignores me and is very curt when she has to talk to me.
A: Your co-worker held your opinions in high regard. She acted believing you had expertise and good intentions. While you're intentions may have been excellent, most of us lack the training and expertise to direct solutions.
Accept responsibility for giving non-expert advice. Continue to treat your co-worker cordially, but don't expect your efforts to be reciprocated.
Someone taking poor advice should accept responsibility for acting on that advice. Your co-worker does share some blame. However, so much damage has been done it's counterproductive to suggest she accept that responsibility.
Instead, learn from experience. When presented with someone's personal problem, offer sympathy. If the individual is looking for solutions, suggest a counselor. Remind the person that serious problems deserve solutions from only qualified individuals.
Unless one is trained, advice which could have a tremendous effect on another shouldn't be offered. Even "low-impact" advice is risky - especially if it involves any member of someone else's family or how to best spend money. If you are tempted to offer advice that could do any harm, stop.
Camille Wright Miller, an organizational behavior sociologist who works in Lexington, answers questions from our readers about workplace issues. Please send them to her in care of The Roanoke Times, Business News Department, P.O. Box 2491, Roanoke 24010.
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