by Don Tyler

Holding employees accountable for their performance and their actions is becoming a more challenging management function than in years past. The reasons for society’s acceptance of people not being personally accountable are varied and could be argued at length. That debate is probably better suited for dimly lit surroundings with ample food and beverages, so we will focus here on how to solve this employee management challenge.

The fist step in accountability is documentation. We cannot be effective in holding people to a high level of accountability without being extremely clear on what is expected. Job Descriptions and Employee Policy Manuals are essential and should be developed in the near future if not already in force. An employee’s duties need to be well defined, as do the expectations for behaviors.

Job Application forms provide us with the background information to do the best possible method of avoiding potentially poor employees. An important supplement to the Job Application form asks the candidate to rate their level of experience in key tasks such as: implanting; branding; sorting; calving; basic maintenance; equipment operation; etc. The sample supplement I provide for my clients has over 75 common tasks, and has prevented several hiring mistakes—and more than one lawsuit.

Once expectations are written and clearly understood, we need to be certain that employees are properly trained. Training provides clear procedural guidelines and establishes exactly how we want each activity performed. Training must also include clear productivity goals such as: how much time it takes to complete routine tasks; the expected level of mortality; feeding efficiencies; etc.

We cannot hold people accountable to rules, procedures or production goals if those expectations are inconsistent or unclear.

With concise, written expectations that have been properly instructed, the employee is now in the position to make clear choices in how to perform their duties. They are either on time to work or they are not. They either perform their duties as assigned—or do not. They achieve the established production goals—or they do not. They follow the chain-of-command—or do not.

When managers oversee the performance of employees, they must adhere to the established procedures and expectations. If they are inconsistent, play favorites, or modify the rules as they go they create an environment where accountability is practically impossible for the employee. Owners and managers must be equitable and consistent in their treatment of employees, or the workforce will develop the attitude that there is no value in doing a good job.

Businesses who have family members working alongside non-family employees must be extremely cautious about equity in job assignment, adherence to behavioral expectations, and accountability. Inconsistency in this situation leads to jealousy, poor morale and mediocre performance which results in production being significantly less than ideal. Bitterness can set in, and turnover will exceed acceptable levels.

Today’s employees do not like to criticize co-workers unless it is an established part of their management responsibility—and even then they regret having to do it. All employees should be encouraged to hold their co-workers accountable for their attitude, job performance and teamwork. They must be instructed in how to do this tactfully, diplomatically, and only with co-workers who are in their immediate work team. Employees who try to become the “Accountability Police” need to be coached in the appropriate way to hold their co-workers to a higher standard.

When done diplomatically, co-workers are much more effective than foremen or immediate supervisors at holding each other accountable. This is due in part to today’s workforce wanting a stable social environment at work, and also a desire to build equitable, friendly relationships with their co-workers. This strategy does not eliminate the supervisor’s responsibility in managing their employees. It simply shares the obligation with the individuals who are most affected by the inequity and poor performance.

Establishing these basic principles throughout the organization creates a culture where employees see the value in performing at their potential, and that under-producing employees will be held accountable for their actions. Within the first two weeks of an employee’s experience with a new employer, they notice if extra effort goes unnoticed or unappreciated. When this occurs, they tend to reduce their overall effort to the least acceptable level of performance.

When mediocre employees are held accountable for their lack of performance and poor behaviors, it establishes a rewarding culture of high expectations and gives good employees a sense that it is worthwhile to do their best. ©

For assistance with employee management issues, or for reference materials on these subjects, call Don or review his management book, “The Complete Guide To Managing Agricultural Employees ©” and his new audio series, “Introduction To Communications ©”. They can be reviewed at www.dontyler.com, or contact Don Tyler; Tyler & Associates, at 765-523-3259