Tips for Addressing Managerial Disconnect in Employee Satisfaction

As an experienced recruiter in the food manufacturing sector, I've noticed a recurring theme when passive candidates take my call: 𝒎𝒂𝒏𝒚 𝒑𝒓𝒐𝒇𝒆𝒔𝒔𝒊𝒐𝒏𝒂𝒍𝒔 𝒇𝒆𝒆𝒍 𝒅𝒊𝒔𝒄𝒐𝒏𝒏𝒆𝒄𝒕𝒆𝒅 𝒇𝒓𝒐𝒎 𝒕𝒉𝒆𝒊𝒓 𝒆𝒎𝒑𝒍𝒐𝒚𝒆𝒓𝒔' 𝒑𝒓𝒊𝒐𝒓𝒊𝒕𝒊𝒆𝒔. They often express concerns that their contributions and insights are not fully recognized or valued, impacting their job satisfaction, productivity, and morale. Bridging this gap is crucial for fostering an engaged and motivated workforce. Here are some effective strategies: 1. 𝐑𝐞𝐠𝐮𝐥𝐚𝐫 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧: Establish open lines of communication through regular meetings, updates, and feedback sessions. 2. 𝐄𝐦𝐩𝐥𝐨𝐲𝐞𝐞 𝐑𝐞𝐜𝐨𝐠𝐧𝐢𝐭𝐢𝐨𝐧: Implement programs to recognize and reward hard work and contributions. 3. 𝐈𝐧𝐯𝐨𝐥𝐯𝐞𝐦𝐞𝐧𝐭 𝐢𝐧 𝐃𝐞𝐜𝐢𝐬𝐢𝐨𝐧-𝐌𝐚𝐤𝐢𝐧𝐠: Include employees in decision-making processes related to their roles or departments. 4. 𝐏𝐫𝐨𝐟𝐞𝐬𝐬𝐢𝐨𝐧𝐚𝐥 𝐃𝐞𝐯𝐞𝐥𝐨𝐩𝐦𝐞𝐧𝐭: Invest in training, mentorship programs, and career advancement opportunities.  5. 𝐓𝐫𝐚𝐧𝐬𝐩𝐚𝐫𝐞𝐧𝐭 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩: Share company performance, challenges, and successes to build trust.  6. 𝐅𝐞𝐞𝐝𝐛𝐚𝐜𝐤 𝐌𝐞𝐜𝐡𝐚𝐧𝐢𝐬𝐦𝐬: Create channels for employees to voice concerns, suggestions, and ideas. If you’re looking to increase your retention rate, companies should create a more cohesive and motivated workforce, driving both individual and organizational success. #communication #recognition #employeeretention #foodmanufacturing #foodandbeverageindustry #talentacquisition Miller Resource Group

"Why can't my employee just do what they're supposed to do?" is the wrong question. Anybody that's ever been in a nonprofit leadership position knows the struggle of getting employees and volunteers to get work done. The common scapegoats? - "they don't care" - "they need training" - "it's this generation" - "nobody wants to work" - "they're not a good culture fit" It's too easy to blame other people, and much harder to focus on the environment we need to cultivate. Here are the right questions to ask yourself: - If it's technology related, does everything work? - Do they have too many priorities at the same time? - Do they have all the resources and tools needed to do their job? - Does your team and organizational culture align with how you do your work? - Have you explicitly communicated what you expect and what you want them to do? - Are you trying to use training to avoid a hard conversation or give critical feedback? - How is the work environment? - Is it a safe, comfortable environment that motivates employees? - Have you communicated why their work is important and how it fits into larger organizational goals? - Do they need help prioritizing what's important and what can wait for another time or dropped altogether? - Are there specific processes and standards that are well known to everyone or do they just live in your head? - What are your values/beliefs/norms and do they align with what you want to see and your employees values? - Have you provided coaching and provide supportive encouragement or do you have a critical/demeaning style? I acknowledge that not all employees are good fits to all jobs, sometimes, there might truly be a disconnect between an employee and the job. But if you keep noticing all your employees aren't good fits, at some point, you have to examine the common denominator. As the saying goes, the grass isn't just greener on the other side, it's greener where you water it. What other questions would you add for leaders looking to assess if it's a culture fit problem or a culture problem? 👇 ------------ I'm Chris and I work with leaders to have the difficult conversations needed to create high-performing and human-centric workforces. Follow me for valuable strategies and tips to communicate confidently. #supervisors #leaders #managers #humanresources #empathyatwork #employeeengagement #communicationskills #difficultconversations #nonprofitleadership

I spend a lot of time reading HR blogs, and often, I'm left thinking, "No wonder HR feels so stuck—this advice is terrible." Here's a prime example: A blog suggested how HR should handle a difficult performance discussion with an employee but never addressed the most critical part of the problem: the manager. Jumping straight into a tough conversation without thoroughly investigating how others on the team feel about the manager and their leadership skills is a mistake. Holding an employee accountable without first assessing the manager's role breeds disengagement, low productivity, voluntary turnover, and can wreak havoc on your revenue. When an employee adopts a negative attitude or their work quality suddenly drops, missing more deadlines, it often reflects how the manager treats the entire team—this employee is just the first to drop the mask and express their dissatisfaction. The blog advised gathering feedback from other employees about the low performer. While they might share how this person's performance affects their daily work, they are unlikely to tell the manager, "I have issues with you too." This power dynamic only reveals half the story. If a manager comes to HR for help with a performance discussion, HR should approach with curiosity and a raised eyebrow. Why is the manager at their breaking point? Assuming the manager is blameless and has nothing to learn is an expensive mistake. It indicates the organization has failed to properly equip the manager, leading to lower productivity and turnover. To build effective teams, monthly management training with situational roleplay and roundtable discussions with experienced people managers is essential. (If you don't follow me, I suggest you do. I'm launching an easy solution to your monthly manager training in the coming months.) Life is unpredictable, and we all face personal challenges. In my experience, I've been drawn closer to good managers as I navigated significant life events—new baby, moving, divorce, moving again, and the death of my brother. My workload was adjusted, flexibility was offered, and I was able to give even more output during tough times than in easier periods. I wanted to do right by the managers who supported me when I needed it most. HR leaders—you *must* investigate the manager when a manager wants to have a performance discussion with an employee. You are too removed from daily employee life and will miss crucial context indicating a gap in the leader's skills. ❤️ ✌