You want to keep your assistant; not to mention the hassle of training a new assistant as effective as your current one was before the evaluations and raises. Worse yet, you feel betrayed; you thought you had a good relationship with this employee.”

This scenario is all too familiar to leaders who have to work within businesses who have subscribed to a standardized performance evaluation program. While standardization of merit raises sounds equitable, more often the employees involved feel cheated or punished if their raise isn’t as high as someone else’s.

Perhaps your employee didn’t begin looking for another job or ask for a transfer; maybe you simply feel a chill in your working relationship. What your employee has is a perceived unfairness; and like it or not, you are the villain.

This perceived unfairness in standardized performance reviews, especially when yearly raises are attached to the review, can attribute not only to higher turnover rates, but more illness, more accidents and pilferage which leads to higher costs in health care and workman compensation premiums and in supplies and products.

While this information is interesting, it really doesn’t help you now. Your problem is how to keep your assistant, make him or her feel valuable, and find ways to counteract the damage done.

First step would be to start a coaching relationship with your assistant. Meeting daily or weekly with him or her regarding his or her issues sets the tone that you are interested and supportive of his or her goals. According to surveys conducted by CMOE, employees rank support, availability, listening, communication, and feedback as top qualities in an effective leader.

Second, try to determine what motivates them.

• Does he or she have a family issue that more flexibility in his or her working hours would help resolve: a longer lunch period or a shift in work periods, either earlier or later in the day?

• Does your assistant have long term professional goals? Would more training or education opportunities be important?

• How about more responsibility or variety in duties? This is especially effective with people who take pride in their work.

• Maybe he or she needs frequent reassurances about their job performance. This need may be a result of a perceived unfairness when another manager indiscriminately rewards employees regardless of their performance.

• What about taking him or her to lunch for one of your coaching sessions? This can be twofold in benefits; it gives you an opportunity to talk in a more relaxed setting opening the door to communication that is often hampered in a formal situati
  What's In It For Me?
  Sometimes, one of the most difficult things to teach beginning sales professionals is the difference between features and benefits. All too frequently, sales people list their product or service features, without articulating how those features will ultimately benefit that prospect or customer. Unfortunately, your prospects or customers are not always able to make that leap for themselves. And when they do not see the benefit, they do not buy. So—what is the difference between features and benefits? How do you articulate that difference?Product or service features
  stem. His/her team members always get the highest percentage raises and his assistant was given $1000 more a year than your assistant even though both assistants do the same job with equal proficiency. This manager’s attitude, “reward high so you don’t cause trouble,” may be working for him/her but it is causing you a big headache.

  You want to keep your assistant; not to mention the hassle of training a new assistant as effective as your current one was before the evaluations and raises. Worse yet, you feel betrayed; you thought you had a good relationship with this employee.”

  This scenario is all too familiar to leaders who have to work within businesses who have subscribed to a standardized performance evaluation program. While standardization of merit raises sounds equitable, more often the employees involved feel cheated or punished if their raise isn’t as high as someone else’s.

  Perhaps your employee didn’t begin looking for another job or ask for a transfer; maybe you simply feel a chill in your working relationship. What your employee has is a perceived unfairness; and like it or not, you are the villain.

  This perceived unfairness in standardized performance reviews, especially when yearly raises are attached to the review, can attribute not only to higher turnover rates, but more illness, more accidents and pilferage which leads to higher costs in health care and workman compensation premiums and in supplies and products.

  While this information is interesting, it really doesn’t help you now. Your problem is how to keep your assistant, make him or her feel valuable, and find ways to counteract the damage done.

  First step would be to start a coaching relationship with your assistant. Meeting daily or weekly with him or her regarding his or her issues sets the tone that you are interested and supportive of his or her goals. According to surveys conducted by CMOE, employees rank support, availability, listening, communication, and feedback as top qualities in an effective leader.

  Second, try to determine what motivates them.

  • Does he or she have a family issue that more flexibility in his or her working hours would help resolve: a longer lunch period or a shift in work periods, either earlier or later in the day?

  • Does your assistant have long term professional goals? Would more training or education opportunities be important?

  • How about more responsibility or variety in duties? This is especially effective with people who take pride in their work.

  • Maybe he or she needs frequent reassurances about their job performance. This need may be a result of a perceived unfairness when another manager indiscriminately rewards employees regardless of their performance.

  • What about taking him or her to lunch for one of your coaching sessions? This can be twofold in benefits; it gives you an opportunity to talk in a more relaxed setting opening the door to communication that is often hampered in a formal situat
    Concrete Cleaning Discussed at World of Concrete Expo 03
    If you are in the pressure washing business and are serious about what you clean on the ground floor, I suggest you attend the WOC. The WOC is the World of Concrete Expo in Las Vegas, which is held once per year. Each year it grows and is now one of the largest trade shows in Las Vegas. We spent two days walking the halls, meeting vendors, potential customers and learning about new materials, cleaners and equipment.The first year we attended the show was the World of Concrete Expo 03' from 02-04-03 to 02-07-03 we cruised the Blitz mobile around the Vegas Strip and int
    it raises sounds equitable, more often the employees involved feel cheated or punished if their raise isn’t as high as someone else’s.

    Perhaps your employee didn’t begin looking for another job or ask for a transfer; maybe you simply feel a chill in your working relationship. What your employee has is a perceived unfairness; and like it or not, you are the villain.

    This perceived unfairness in standardized performance reviews, especially when yearly raises are attached to the review, can attribute not only to higher turnover rates, but more illness, more accidents and pilferage which leads to higher costs in health care and workman compensation premiums and in supplies and products.

    While this information is interesting, it really doesn’t help you now. Your problem is how to keep your assistant, make him or her feel valuable, and find ways to counteract the damage done.

    First step would be to start a coaching relationship with your assistant. Meeting daily or weekly with him or her regarding his or her issues sets the tone that you are interested and supportive of his or her goals. According to surveys conducted by CMOE, employees rank support, availability, listening, communication, and feedback as top qualities in an effective leader.

    Second, try to determine what motivates them.

    • Does he or she have a family issue that more flexibility in his or her working hours would help resolve: a longer lunch period or a shift in work periods, either earlier or later in the day?

    • Does your assistant have long term professional goals? Would more training or education opportunities be important?

    • How about more responsibility or variety in duties? This is especially effective with people who take pride in their work.

    • Maybe he or she needs frequent reassurances about their job performance. This need may be a result of a perceived unfairness when another manager indiscriminately rewards employees regardless of their performance.

    • What about taking him or her to lunch for one of your coaching sessions? This can be twofold in benefits; it gives you an opportunity to talk in a more relaxed setting opening the door to communication that is often hampered in a formal situat
      Local Search and Internet Yellow Pages - A Whole NewVocabulary for Small Businesss
      Buyers want both online and local information about where to buy Most small businesses are local in nature, serving people who live nearby. Their customers found them through traditional methods like the Yellow Pages or newspaper ads. So far, the Internet hasn't figured prominently in their marketing efforts. That's about to change, as Local Search methods become more widespread. Even for buyers expecting to spend their money close to home, more and more of them go to the Internet to locate desired products and services. They rely on search engines to find suitable vendors i
      Your problem is how to keep your assistant, make him or her feel valuable, and find ways to counteract the damage done.

      First step would be to start a coaching relationship with your assistant. Meeting daily or weekly with him or her regarding his or her issues sets the tone that you are interested and supportive of his or her goals. According to surveys conducted by CMOE, employees rank support, availability, listening, communication, and feedback as top qualities in an effective leader.

      Second, try to determine what motivates them.

      • Does he or she have a family issue that more flexibility in his or her working hours would help resolve: a longer lunch period or a shift in work periods, either earlier or later in the day?

      • Does your assistant have long term professional goals? Would more training or education opportunities be important?

      • How about more responsibility or variety in duties? This is especially effective with people who take pride in their work.

      • Maybe he or she needs frequent reassurances about their job performance. This need may be a result of a perceived unfairness when another manager indiscriminately rewards employees regardless of their performance.

      • What about taking him or her to lunch for one of your coaching sessions? This can be twofold in benefits; it gives you an opportunity to talk in a more relaxed setting opening the door to communication that is often hampered in a formal situat
        The Art of Marketing of Ice Cubes to Eskimos
        How can you take a basic product and add pizzazz to your marketing? How can you add buzz to your simple product and elevate yourself above the competition and begin to build a brand from such efforts? There are ways to do this of course and no it is not easy, it takes a little strategic thinking, some luck and some marketing creativity.For instance lets say your company sells ice. Recently while traveling in the Northeast after taking the Ferry back from Nova Scotia to Maine I found myself in about the worst weather I had ever experienced in that region. It was hot an
        ds, either earlier or later in the day?

      • Does your assistant have long term professional goals? Would more training or education opportunities be important?

      • How about more responsibility or variety in duties? This is especially effective with people who take pride in their work.

      • Maybe he or she needs frequent reassurances about their job performance. This need may be a result of a perceived unfairness when another manager indiscriminately rewards employees regardless of their performance.

      • What about taking him or her to lunch for one of your coaching sessions? This can be twofold in benefits; it gives you an opportunity to talk in a more relaxed setting opening the door to communication that is often hampered in a formal situation. The lunch can be viewed as a reward as well, a thanks for all you do

      Of course, these are just a few coaching ideas, there are many ways to meet the goals of your employees, and you will have to consider the needs and policies of your company. You may not be able to change the other manager’s point of view or the company merit policy but you are not at their mercy either. The most important factor to the situation is you and your attitude, communication, and professional coaching skills.

      CMOE’s Coaching Workshop will give you the tools to work through issues like this to build long term partnerships with your employees, where both members give support, take responsibility, and work for the good of the partnership.