Performance appraisal.

Employee evaluation.

No matter what you call it, the thought of managing employee performance reviews is often daunting to both managers and employees. Often considered the yearly “report cards,” performance reviews are viewed by many as a time-consuming and unpleasant experience.

Despite its negative implications, the employee performance review is in no way going out of style. It remains a vital element in any successful organization’s human resources priorities. With a solid review structure in place, this process doesn’t have to be such a nuisance. That’s why we’ve compiled this guide for employers to understand:

• Why performance reviews are important
• How to do performance reviews
• Tips for successful performance reviews

So stick with us to learn how to create a more positive and effective employee evaluation process, now updated for 2023! We’re covering:

• Why performance reviews are important
• How to do performance reviews
• 9 common performance review methods
• What NOT to do during reviews
• 9 bonus tips to make them successful

Click any of the above to jump to a certain section, or keep scrolling for the comprehensive guide!

Why are Performance Reviews Important?

Employees and managers can learn and grow from performance appraisals. They play an important role in:

Clarifying Individual Roles and Organizational Goals

Employee evaluations are an opportunity to check in with employees and ensure they understand the company’s big vision and goals and the impact they have on the organization. Reviews are also the perfect time to clarify an employee’s role and duties and answer any questions.

Confusion leads to frustration and decreased productivity. Regular evaluations are an important step in boosting productivity and performance and ensuring each employee owns their responsibilities.

Providing Regular Feedback

Your company strives to hire, develop, and keep the best employees. Those employees care about their reviews—which means you should too. 

In fact, Officevibe reports that 43% of highly engaged employees receive feedback at least once a week, compared to only 18% of employees with low engagement. These numbers show that regular, constructive feedback from supervisors makes a difference.

Use employee performance reviews to help employees clearly understand their strengths and areas of improvement and encourage them to take initiative and find satisfaction in their work.

Managers should also be documenting performance reviews, which can support not only employee development but also potential employment discrimination or wrongful termination lawsuits.

Career Development

A large part of performance reviews is assessing how the employee has performed against their goals and setting new objectives. Managers can then determine new opportunities for training and mentoring or areas in which the employee could use additional guidance. 

Additionally, the evaluation can provide insight into developing future succession plans for team members in specific roles. Or, if an employee is struggling, the appraisal will provide data and feedback necessary to develop a performance improvement plan (PIP) if appropriate.

Employee Rewards and Appreciation

A solid performance management system helps employers stay on top of employee rewards, such as time off, bonuses, and other forms of recognition. Team members who receive rewards will, of course, remain motivated to keep up the excellent work. And seeing their peers’ achievements will incentivize others to step up their game and reap the rewards!

How to Do Performance Reviews

Now that you understand why they’re so important, you may be wondering exactly how to do performance reviews.

Define Company Goals

Start by defining your company’s goals. These may include any or all of the following:

• Profit goals: Aim to increase profits by a specific percentage for a set time period.
• Service goals: Aim to improve customer satisfaction and retention.
• Social goals: Include philanthropic initiatives to constantly give back to the community through donations or volunteering.
• Growth goals: Focus on expanding the company by hiring new employees, opening new locations, etc.

Understanding your corporate goals will help you hire the right people for the right roles, and then effectively develop those employees to reach those goals. 

Determine Performance Review Frequency

You will also need to set the performance review frequency. A few questions to ask to determine what schedule will work best for your organization are:

• How often will compensation be discussed?
• How long does it take managers to fill out evaluations?
• What tools would make it easier/quicker for managers to complete reviews?
• How long does it take employees to demonstrate growth/change?

That said, your company could choose to conduct employee performance reviews:

Weekly or Biweekly

You might opt for brief evaluations every week or every other week, especially for employees who:

• Have weekly KPIs or goals to hit
• Perform best with specific, short-term goals
• Are working on projects with tight deadlines or lots of moving parts

These frequent check-ins don’t have to dive deep into every aspect of the employee’s performance. They’re more of an effective way to document progress and provide regular opportunities for managers and team members to check in with one another.

Monthly

Monthly performance reviews are ideal for:

• Contract workers or freelancers
• New hires undergoing the onboarding process
• Significant long-term projects with specific milestones

Plus, many employees prefer monthly appraisals over annual reviews so they can gain more specific insights and guidance on their performance, what they are doing well, and areas they need to improve.

Quarterly

Like many companies, you probably set quarterly goals and budgets. As such, you might align employee evaluations and goals with the overall quarterly business goals. Three months is often an ideal time for employees to achieve their goals and make notable progress in certain skills or other areas.

Annually

Annual performance reviews are becoming a thing of the past as employers focus on company culture and employee development. If you do opt for annual reviews, don’t rely on them alone—no employee should go an entire year without specific feedback. Plus, a single yearly appraisal can lead to information overload, vague direction, and an unfair view of an employee’s work that only looks at past performance.

For employers who hold quarterly or annual appraisals, we recommend that managers have regular check-ins (think weekly or monthly) with their team members. Supervisors can then use those weekly, biweekly, or monthly evaluations in the quarterly or annual reviews for a comprehensive look at the employee’s progress and performance. 

In a TriNet survey of Millennial workforce members, 85% said they’d feel more confident if they could have frequent conversations with their managers. So keep the lines of communication open and provide employees with consistent feedback and guidance.

Train and Prepare Managers

One of the most common pitfalls when it comes to employee appraisals is ill-equipped managers. Ensure managers in your organization are trained on how to deliver effective reviews. This means educating them on best practices, such as what to document, what to say, and how to communicate it. It’s important to revisit training in this area and reinforce these practices on a regular basis.

Another area where managers often fall short is preparing and planning for employee performance reviews. In companies with a weak or nonexistent performance review system and training, managers often perceive reviews as a necessary inconvenience. Many simply spring reviews on employees with little to no advanced notice, then rush through the form to comply with HR requirements. 

This means they don’t take the time to provide meaningful feedback to their employees and evaluate their progress. These managers also may not track performance, acknowledge accomplishments, or address poor performance throughout the year. Without this vital information, they cannot be prepared to give accurate and effective employee performance reviews.

Put a Performance Review Process in Place

Many of the problems noted above can be resolved with a strong performance management process. When you have an accurate way to measure employee performance, a clear process, and methods that make it easy for both parties, everyone will be more willing and motivated to do things properly.

A solid employee performance review process includes:

• Continuous and timely feedback throughout the review period to ensure employees understand how they are doing and their expectations.
• Consistent communication that includes performance feedback measured against clear and specific goals and expectations established at the start of the performance management period.
• A process for acknowledging the results of the performance review process that is documented between the manager and the employee.
• A one-on-one conversation between the manager and the employee (ideally face-to-face) at least once a year.

9 Common Employee Performance Review Methods

There are several types of review systems that can be used either individually or in combination with one another. Whatever method(s) your business decides to use, both managers and employees should be given a clear definition of each level of performance. 

Below are the five most common review styles.

Self-evaluation

This method requires an employee to judge their own performance against predetermined criteria. 

Pros: The self-evaluation is typically considered by the manager during the official review to encourage a more thorough discussion. Differences in the employee and manager’s evaluations can be insightful.

Cons: This style may be too subjective to accurately reflect work performance since many employees often rank themselves too high or too low.

Behavioral Checklist

This one is pretty straightforward: It’s a checklist of behaviors an employer expects of an employee to succeed. In this case, an employer responds to a list of yes or no questions. The checklist may be weighted, meaning each question may carry a predetermined value.

Pros: Behaviors differ based on job type, so this technique is easy to adjust for each position. When done correctly, it produces clear results and allows easy comparison between all employees

Cons: This one can get a little tricky since the questions must be worded and weighted carefully to avoid confusing results. Plus, the checklist doesn’t include explanations or detailed answers—so you’ll want to include comments with more specific feedback.

360-degree Feedback

The 360-degree feedback review involves pulling feedback from the employee’s subordinates/direct reports, manager, non-direct supervisors, peers, and potentially even customers. The manager then completes an assessment of the employee’s work performance and technical skillset, while taking the outside sources into consideration.

Pros: As the name implies, this style provides a well-rounded look at an employee’s performance. It can even include an evaluation of the employee’s character and leadership skills. The broad feedback also helps cancel the influence of bias or outlying data points.

Cons: This method can be a bit more time-consuming since it requires obtaining the employee’s complete profile and feedback from multiple sources; however, the benefits of this comprehensive assessment are well worth the effort.

Management by Objectives (MBO)

The management by objectives (MBO) appraisal method, simply put, involves both the manager and employee setting and meeting goals. The employee either hits those goals by the set deadline(s), or they don’t.

Pros: Since the employee is included in the goal-setting process, there is an agreement that the goals are obtainable. It is also easy to define success and failure with this method.

Cons: The MBO style disregards non-goal-related success metrics, so some other important factors may not be taken into consideration come review time.

Project-based Appraisal

This type of employee performance review is used to evaluate an employee’s performance after completing every project. Questions and discussion points will focus on the individual’s most recent work.

Pros: Project-based appraisals are efficient and results-oriented. They provide team members with specific feedback and action items that they can improve upon/prepare for ahead of the next project. Many employees might like this short feedback cycle.

Cons: Since managers would need to conduct a project-based evaluation after every project, this could be somewhat time-consuming. But with a solid system in place, they can run very smoothly. 

Competency Assessment

Competency assessments compare an employee’s current skills to their target level. This helps managers identify strengths and areas where the employee needs improvement. This type of evaluation can be conducted via observation, interviews, or forms. 

Pros: Competency assessments help organizations:

• Get a high-level view of the skill gaps in their workforce and use that data to set bigger business goals and strategies. 
• Develop specific training and mentoring programs to help employees learn and grow. 
• Identify gaps and recruit new talent with the skills to fill them.

Cons: You must choose the right competencies for each role in your business to conduct a fair competency assessment. You’ll also need a system to ensure accurate scaling, privacy, and capability analytics. And to see actual results, you’ll need to put action plans in place for each employee.

Rating Scale

Also known as a grading system, this performance review method is probably the most commonly used. It’s based on a set of employer-developed criteria that can include behavior, traits, competencies, or completed projects. Employees are usually judged on a scale of 1 to 5 or 1 to 10.

Pros: This method is simple and provides easy functionality—as long as both managers and employees are on the same page about how the scale works (i.e., what each point on the scale means, or if the ratings categories focus on traits vs. behaviors).

Cons: If managers and employees have a different understanding of the scale, there could be unrealistic expectations and discrepancies. For example, some employees may consider a 3 out of 5 to be average, but you may consider it to be above satisfactory.

Depending on your organization and the types of employees you have, you may use one of these methods above or a combination of them.

For those who use any numerical method, one way to make things easier for everyone is to create a rubric for scoring. This helps by: 

• Holding everyone to the same standards.
• Enabling managers to score more accurately.
• Showing employees what they need to do to improve their score.
• Allowing the employee to feel good with a “meets expectations” score.

Behaviorally Anchored Rating Scales (BARS)

Similar to the traditional rating scale, a behaviorally anchored rating scale (BARS) also typically uses a scale of 1 to 5. The difference is that this method uses behavior statements to measure a staff member’s performance based on how they handle specific situations.

Pros: BARS is an effective way to clarify for both managers and employees the job expectations and what the employee needs to do to improve with a balance of qualitative and quantitative data. It is ideal for companies that:

• Have many employees in the same or similar roles
• Need to eliminate rating errors or bias in their current performance management process

Cons: This type of employee evaluation can be time-consuming, particularly for large companies. It requires time and effort from leaders to develop the scale for each role and conduct an appraisal for each team member.

Human Resource Accounting

Human resource accounting, also known as cost accounting, essentially evaluates the return on investment (ROI) of an employee. It measures the financial impact they offer against the cost of retaining them.

Pros: Human resource accounting is ideal for roles in which employee contributions and costs are measurable. For example, sales reps can be assessed by the revenue they generate, and upper management can be reviewed based on their profit and loss.

Cons: There will always be some gray area when it comes to the costs and benefits an employee brings to your business, for some positions more than others. This method can also lead to negativity, discouragement, and even jealousy among employees after learning their values.

What NOT to Do: Common Rating Errors

Because employee performance reviews are conducted by humans for humans, there is plenty of room for error. This is why it’s so important to have a clear, solid system in place along with a rubric. 

Below are five of the most common performance rating errors and how you can avoid them.

• Lack of Differentiation: Supervisors often lack the confidence to defend their ratings or be reluctant to pass judgment, so they rate everyone about the same. This can lead to leniency (everyone gets high ratings), severity (everyone gets low ratings), or a universal feeling that everyone is doing just fine (so everyone is rated in the middle). Poor training or the failure of an organization to clarify that performance reviews are a critical part of the managerial role are often to blame here.
• Recency Effect: With no review process and system in place, many managers do not continuously measure performance, provide feedback, or document results. When it comes time to review, they are unable to remember the earlier part of the performance period and weigh the most recent events too heavily.
• Halo/Horns Effect: These occur when an employee either performs very highly or very poorly in an area, respectively, and the manager rates the employee correspondingly high or low in all areas.
• Personal Bias/Favoritism: It’s no secret that some managers are influenced by their impressions of or personal feelings about employees, thus affecting their employee evaluations.
• Inaccurate Information/Preparation: Managers sometimes fail to take the time to discuss an employee’s performance with those who work closely with the employee, leading to an inaccurate assessment.

Remember that the employee assessment should be a thoughtful process. Don’t rush through it—instead, sit down and discuss the employee’s performance and how they have helped the company. Consider how you can reengage them in the company for the next year (or your chosen review period). 

It’s About What You Say…

Documenting the performance with context, details, and examples will help the employee understand where they stand and the reasoning behind your review.

Positive Review Example

You give your employee, Joe, a score of 4 out of 5 for Customer Service, meaning he is exceeding company expectations. 

Instead of writing: Joe has been exceeding expectations. He is a great customer service representative.

Try: Joe has exceeded company expectations this year for customer satisfaction. He has the highest ratings from customer surveys, scoring a satisfaction rate of 96%. Several customers have written to the company to provide accolades for his support and service. Additionally, as his manager, I have received calls from customers telling me what a pleasure it has been working with Joe, and how he takes his time to make sure the customer has what they need.

Negative Review Example

Positive reviews are easy to give…but unfortunately, it’s not always great news. You should still provide detail and examples to help the employee understand where they stand and how they can improve.

You might score Kate a 2 out of 5 for Customer Service, meaning she’s not meeting company expectations.

Instead of writing: Kate needs to work on her customer service skills. She has had some issues which have caused the company concern and has had several customer issues arise.

Try: Kate has had several customer service complaints this past year (which are documented in her file). The concern is she is working too quickly to get the customer off the phone, so she is not listening to their needs, or assisting them with their questions in a respectful manner. She has also given several customers wrong information, and there was an incident 6 months ago where she hung up on an angry employee. We would like to see Kate work on her patience and provide great customer service. Her current satisfaction rating is 60%. We need to see this rise to a minimum of 80% in the next 3 months.

Even if you have significant critical feedback, be sure to provide some positive feedback in the review!

…And How You Say It

When managers give reviews, nothing should surprise the employees. This is why regular check-ins with employees are so important!

Don’t simply read what you wrote on the employee’s review. Discuss each topic at a high level unless a certain score was below or above average. Take this time as an opportunity to have a discussion and expand on your feedback in areas of note.

Ensure it’s a two-way conversation by asking questions and getting feedback from the employee on their position, the team, YOUR management, and the company. Some questions you may ask are:

• What do you expect to be the most challenging about your goals for this quarter?
• What support can the department provide for you that will help you reach these goals?
• What are your hopes for your achievements at our company this year?
• How can I be a better manager for you?
• How often would you like to receive feedback?
• What kind of schedule can we set up so that you don’t feel micromanaged, but I receive the feedback that I need as to your progress on your goals?
• What would be a helpful agenda for our weekly one-on-one meetings?

And perhaps most importantly, remember to listen, wait, and THEN respond!

Setting Employee Goals

With each review, managers and employees should collaborate to create new short- and long-term goals. These may include job description goals, project goals, behavioral goals, and stretch goals (especially challenging goals typically used to expand knowledge, skills, and abilities). 

Always make sure the goals set are both flexible and SMART:

• Specific, clear, and understandable
• Measurable, verifiable, and results-oriented
• Attainable, yet sufficiently challenging
• Relevant to the mission of the department or organization
• Time-bound with a schedule and specific milestones

Document the goals, make them available for review, and manage them on a continuous basis. 

Finally, schedule a follow-up after each performance appraisal (before the next official review) depending on the frequency.

Managing Raises and Reviews

Tying in raises with employee performance reviews has been a common practice for a long time. But the compensation aspect can quickly consume the review process, distracting from the real importance and intent of the review. Employees instead want to know simply whether or not they’re getting a raise.

Performance reviews are meant to help employees improve over time which, in turn, helps the company grow and fosters a healthy workplace culture. Traditionally, managers tell employees what they have been doing well and what they could do to level up their performance.

When you separate pay raises from employee evaluations, it puts the focus back on the review process. You can then ensure your employees are developing new skills and becoming better, more fulfilled workers. This is the key to building a stronger, more effective organization.

9 Bonus Tips for Conducting Successful Performance Reviews

Here are our pro tips to prepare both managers and employees for smooth and effective reviews every time: 

• Keep a “notepad” for each employee who reports to you. Use these to write down wins and areas of improvement.
• Send emails to celebrate successes and promote further behavior.
• Address any issues in person, then follow up with an email.
• Provide a blank review and the rubric upon hire or within the new employee’s orientation period. 
• Provide the review AHEAD of time (no more than a day, no less than an hour).
• Do not sugarcoat poor performance.
• Do not downplay high performance.
• Control the discussion if there are negatives the employee does not want to accept. 
• After completing the review, look at last year’s (if applicable).

By keeping things as clear, simple, and consistent as possible, you can create a better review experience for everyone in your company.

Employee Performance Review Consulting

If you take away one lesson from this guide, we hope it’s that employee evaluations are NOT busy work! They are an essential part of fostering employee growth and running a successful business.

We understand, however, that establishing or improving an appraisal process is not an easy or fast undertaking, which is why BlueLion is here to help. Whether you need to create a new employee performance review process for your budding business, or you need assistance reviewing your existing system, learn more about our outsourced HR services or contact us today at 603-818-4131 or info@bluelionllc.com.

Is the 9/80 schedule the right fit for your company? Before implementing, let’s explore its benefits, drawbacks, and things you should consider.

What Is a 9/80 Work Schedule?

Like the four-day workweek, the 9/80 work schedule is a type of compressed workweek. With this schedule, however, employees work nine hours a day for eight days and one eight-hour day over a two-week period. This totals 80 hours, allowing employees to take every other Friday off. 

9/80 Schedule Example:  

• Week 1: Work Monday through Thursday for 9 hours each day and Friday for 8 hours.  
• Week 2: Work Monday through Thursday for 9 hours each day, with Friday off.  

This schedule offers employees a three-day weekend every other week, enhancing flexibility and improving work-life balance.

While the basic structure remains consistent, businesses can adjust it based on operational needs as long as the 80-hour requirement within the two-week period is met.

How Does a 9/80 Schedule Impact Payroll & PTO?

Implementing a 9/80 schedule requires careful attention to payroll and PTO policies to comply with labor laws. 

Payroll Considerations  

One key factor is the pay period. If your company operates on a weekly pay schedule, you’ll need to switch to a two-week pay period. Otherwise, the split between 40 hours in one week and 44 in the next could inadvertently trigger overtime pay. For example:

• Week 1: 36 hours (4 days x 9 hours each).  
• Week 2: 44 hours (4 days x 9 hours, plus 8 hours on the first Friday).  

Accurate tracking is essential, as overtime laws differ by state, with stricter regulations in places like California. 

PTO Adjustments

Implementing a 9/80 work schedule affects how PTO is tracked and used, and employers need to adapt their paid leave policies to account for the longer workdays. Here are a few strategies to manage this transition effectively:

Under a 9/80 schedule, most workdays are nine hours instead of the standard eight, so employees will need to use nine hours of PTO to take a full day off. Employers can adjust their PTO policies to reflect this by:

• Increasing accrual rates: Ensure employees earn PTO at a slightly higher rate to account for longer workdays. For example, instead of earning 80 hours of PTO annually, they could earn 90 hours to align with the 9/80 schedule.
• Allowing partial-day PTO usage: Employees might only need to take a few hours off for appointments or personal matters. Policies should clearly state whether and how partial PTO hours can be used to cover absences.

Worried about the complexity and compliance of payroll and PTO management? Simplify the process by using an automated time-tracking system.

Pros and Cons of a 9/80 Work Schedule  

Like any flexible job schedule, the 9/80 schedule comes with benefits and challenges. While it can be a great option for small businesses looking to offer benefits on a budget, it also creates complexities in areas like payroll and scheduling. Understanding these can help you decide if it’s the right fit for your team.

Pros

• Boosts employee productivity: Longer workdays mean employees have more uninterrupted time to tackle big projects or deep-focus tasks. An extra hour in the day can make a huge difference in getting things done.
• Improves flexibility and work-life balance: Imagine having every other Friday off to recharge, take care of personal errands, or enjoy a long weekend getaway. Your team will appreciate the chance to prioritize their personal lives without compromising their work.
• Supports recruitment and retention: Flexible work schedules are a major draw for job seekers, especially in today’s market. Offering a 9/80 schedule shows you value their time and well-being.
• Eases commutes: Employees working a 9/80 schedule often commute outside of peak hours. Fewer traffic jams mean less stress and more time for what matters most.

In fact, numerous surveys show that people prioritize work flexibility when looking for a new role—with the “when” often trumping the “where.” The Economic Policy Institute explains:

“A 2021 survey by Workable found that 58% of workers surveyed valued the ability to work flexible schedules (Mackenzie 2023). A survey by Future Forum found that 80% of knowledge workers surveyed want flexibility regarding where they work, whereas 94% want schedule flexibility (2022). According to a Morning Consult survey conducted for Zoom, 81% of U.S. respondents said that flexible hours and schedules were top priorities (2023). A Gallup survey of service facing workers found that 31% of respondents valued flextime and the ability to choose when they worked. Further, the survey found that 33% of respondents valued flexible start and end times (Pendell 2023).”

And those are just a handful of statistics about flexible work schedules in recent years!

Cons  

• Longer workdays can be draining: Not everyone thrives on a nine-hour workday. Start with a test run by implementing the 9/80 work schedule with certain employees or departments. This will allow you to see how it works and smooth out any kinks in the schedule or payroll process.
• Scheduling challenges: Coverage on off-Fridays can be tricky, especially if your team provides customer support or needs to maintain business operations five days a week. It might require creative scheduling to ensure nothing slips through the cracks.
• Complicated payroll: Switching to a 9/80 schedule means you’ll need to adjust payroll systems, implement a two-week pay period, and track PTO more carefully. These changes can feel like a headache initially, but they’re manageable with proper tools and planning.
• Potential for uneven workload distribution: For some teams, the 9/80 schedule could result in uneven workloads. For example, employees who depend on collaboration might find their work delayed if key teammates are unavailable on their off-Friday.

While the 9/80 work schedule can have incredible results, it’s not a one-size-fits-all solution. Weigh these pros and cons carefully to determine if it suits your team—and then discuss the following with your leadership team.

Is a 9/80 Work Schedule the Right Fit?

Before implementing a 9/80 work schedule, assess your company’s needs and capabilities.  

Operational Considerations

Ask yourself and your leadership team:

• Does your staff size and workflow allow for this level of flexibility?  
• Can you maintain customer satisfaction with off-days in place?  

Industry Suitability

A 9/80 schedule is often ideal for industries where employees work at their own pace, such as tech, professional services, or creative roles. However, it may not suit fields requiring constant coverage, such as healthcare, retail, hospitality, manufacturing, construction, or other customer-facing roles/industries.

Employee Feedback & Test It Out

Involve employees in the decision. Start with a test run by implementing the 9/80 work schedule with certain employees or departments. This will allow you to see how it works and smooth out any kinks in the schedule or payroll process.

Consider Other Flexible Work Schedules  

If a 9/80 schedule doesn’t align with your business, other flex schedules may still meet your goals. For instance:

• Four-day workweek: Employees work four 10-hour days each week, another type of compressed workweek.
• Flexible hours: Allow employees to set their schedules, provided they meet deadlines and required hours.

These options can also boost employee retention and satisfaction while meeting operational needs.

Let’s Talk About Your HR Needs  

A 9/80 work schedule can be a game-changer for businesses and employees alike, but it requires thoughtful implementation. From adjusting payroll to revising PTO policies, there’s a lot to consider. If you’re unsure whether it’s the right fit—or want help exploring other alternative work schedules—BlueLion’s HR consultants are here to help.

Call us at 603-818-4131 or email info@bluelionllc.com to discuss the best solution for your business.

In his book, Wickman shares a story from a friend who delayed firing a long-time employee for months, which caused more stress. But once he finally decided to let the employee go, Wickman’s friend realized there were only 36 hours of pain carrying out the termination and managing the transition. Then it was over, and the business owner, his team, and the entire company were happier—and so was the person he fired. 

We’ve seen similar cases with many of our clients. These business leaders often see the writing on the wall for months and even years. They’ve done the documentation, performance improvement plans, coaching, and so on—yet still won’t pull the trigger to fire a problematic employee.

Why? Out of fear of turnover, how it will affect company culture, and repercussions like legal action.

In fact, this happened with one of our clients who had a long-standing employee that he’d been unhappy with for years. The employee had been unhappy for years, too. While the employer was practically sick to his stomach leading up to the decision and conversation, the termination meeting was over in less than an hour. Afterward, the client felt like a weight was lifted, and the rest of the team was happier!

Let’s dive into why small business owners simply can’t afford to procrastinate on firing employees—and when it’s time to have the tough but necessary discussion.

Why Do Employers Wait to Fire Employees?

So, why don’t bad employees get fired? The common culprits that we see preventing employers from terminating underperformers include: 

• Being uncertain of the outcome and if they’re making the right decision
• Afraid of blowback like lawsuits and reputational damage
• Effects on the rest of their team and company culture, resistance
• The cost of replacing them (which can cost between 30% and 200% of the departing employee’s salary)

And while we understand these concerns and taking the time to properly evaluate employee termination decisions, it’s simply not worth it! Recent research by Gallup shows that the global cost of disengaged employees has soared to $8.8 trillion annually. 

A former Gallup State of the American Workplace report found that disengaged employees have a 37% higher absenteeism, 18% lower productivity, and 15% lower profitability—which equates to the cost of 34% of a disengaged employee’s annual salary (that’s $3,400 for every $10,000 they make). 

You can see how quickly it adds up!

Embrace 36 Hours of Pain

Hopefully, you’re starting to see why “ripping off the bandage” is often a better approach when it comes to employee terminations. It will be uncomfortable for a short amount of time but positive for the long run.

You have a responsibility to the success of your company as well as your employees, customers/clients, and other stakeholders. Yes, you should ensure your planning, documentation, and communication around terminations are thorough and appropriate—but that doesn’t mean you should prolong the inevitable when you know what the right decision is.

Keep in mind that once you get through that 36 hours of pain, you’ll see a boost in employee productivity and satisfaction, making for a significantly improved work environment. 

Know When to Fire an Employee

So, how DO you know when it’s time to fire someone? You can typically find the answer by asking yourself these questions.

Have you put in the work and given them multiple chances?

In other words, you’ve thoroughly looked at why you’re unhappy with the employee and taken steps to support them and improve their performance. This could mean extra training, coaching, a performance improvement plan, or disciplinary action. Despite these efforts, however, the employee is not meeting expectations, and the situation is not getting better.

Are they costing your company productivity—and, therefore, money?

Whether the individual in question is underperforming due to a lack of skills or has an attitude problem, they’re affecting your bottom line. The stats above show that underperforming and disengaged workers can lead to significant productivity loss. This can have a major impact on profitability, which small businesses feel even more because they don’t have enough people to make up for the underperformer’s slack.

Has the position grown?

As businesses grow, so do roles and responsibilities. Perhaps the role has grown, and the employee can no longer fulfill your needs. If you’ve provided resources and development and even offered them opportunities to move laterally, yet it’s still not a fit, it’s time to move on. 

Would you hire them again?

Go with the first answer that pops into your head—if it’s no, then you probably shouldn’t keep them now. Hiring is challenging, which is why firing poor employees is even more important than hiring! Despite how well you interview candidates and what type of assessments you use, many still lie and embellish during the application and interview process. And sometimes, people simply change over time. So, if you wouldn’t hire the employee as they stand in front of you today, then it’s time to let them go.

Have you evaluated the risk?

If you’ve:

• Consulted with your HR and legal teams to ensure the employee termination is compliant (i.e., for just cause and non-discriminatory)
• Documented all efforts like performance reviews, coaching, and corrective actions
• Determined that you would terminate any other employee for the same issues

…then you’ve covered your bases—and you have one more sign that firing the employee is the best decision. It’s time to get your employment termination checklist in order and prepare for the tough conversation.

The Best Approach to Employee Terminations: Rip Off the Bandage

Delaying the termination of an underperforming employee may seem like a way to avoid discomfort, but it often causes more harm to your business in the long run. As Gino Wickman’s concept of “36 hours of pain” highlights, the short-term discomfort of letting someone go is far outweighed by the long-term benefits of a more productive, engaged team. 

If you’ve followed the right steps—evaluating performance, providing opportunities for improvement, and consulting with your HR and legal teams—you owe it to your company and your employees to take action.

If you’re struggling with when and how to make these tough decisions, BlueLion is here to help. Contact us today for expert guidance on navigating employee terminations with confidence and compliance.

Unfortunately, we’ve seen many employers and labor organizations make mistakes in this area, often because they are unaware of crucial employer obligations and union rights, like Beck rights. So, let’s take a straightforward, non-sugar-coated look at what you can, cannot, and must do regarding union agreements.

What is a Collective Bargaining Agreement?

When a workplace unionizes, the CBA is an essential early step. Typically, leadership, HR, and legal counsel negotiate with the union representatives to develop this contract, which outlines requirements and protections for both parties. It usually includes terms and conditions of employment, including:

• Wages
• Hours and breaks
• Benefits
• Dispute resolution and disciplinary action procedures
• Anti-discrimination laws

The CBA should be as clear and specific as possible and note the agreement’s validity period. Learn more about labor union agreements.

Types of Union Security Agreements

Whether your employees want to unionize or have already done so, you probably already know that unions are anything but black and white. For instance, there are several types of union security agreements. 

A union security agreement is typically part of a CBA. It is a contract between an employer and a labor union that outlines the extent to which the union can require employees to join the union and/or pay union dues as a condition of employment. These agreements aim to help ensure stable union membership and funding, supporting the union’s ability to represent and negotiate on behalf of the workforce. The specifics of these agreements vary and are subject to state laws, particularly in right-to-work states where such mandatory provisions are restricted.

The most common types of union security agreements are:

• Closed shop: Employers may only hire union members, which means new employees must already be union members before being hired. Closed shops have been illegal since the Taft-Hartley Act of 1947. 
• Union shop: Employees don’t need to be union members to be hired but must join the union within a specified period after starting their job. This is common in industries with a strong union presence but is subject to legal limitations, especially in right-to-work states.
• Agency shop: Employees aren’t required to join the union but must pay a fee (often called an agency fee) to cover the costs of collective bargaining and other representational activities. 
• Open shop: Employees are free to join or not join the union without any impact on their employment—meaning union dues and fees are entirely voluntary. This is predominant in right-to-work states.
• Maintenance of membership: This clause requires employees who join the union to remain members for the duration of the collective bargaining agreement, although new employees are not required to join.

Right-to-Work vs. Non-Right-to-Work States

Currently, 27 states have right-to-work laws, meaning employers cannot require employees to join a union or pay union dues as a condition of employment, even if their workplace is unionized. However, the CBA still protects all workers.

In a non-right-to-work state, on the other hand, employees may be required to join a union and pay union dues or fees as a condition of employment if their workplace has a union security agreement.

Note that exceptions may apply to public service employees. For example, although New Hampshire is a non-right-to-work state, public service employees can’t be required to join a union. So be sure to check your state’s union laws regarding public service workers and other specifics.

Today, it’s common to find companies where management employees are not union members but floor workers are. Whatever type of agreement you establish, you must understand what you can and can’t include in a CBA and require of employees. 

A good rule of thumb? You can add clauses to the CBA that provide additional benefits to union workers, but you may NOT attempt to supersede labor laws and take legal benefits away. For example, employers can’t state that certain employees are not eligible for overtime pay when they would be entitled to it according to wage and hour laws.

Beck Rights: How Do They Impact Union Rights & CBAs?

As explained earlier, unions entail regular dues, which go toward two broad expense categories: 1) collective bargaining and representational activities and 2) additional tasks and services (e.g., political activities). 

So, what are Beck rights, and how do they impact labor laws and CBAs? Thanks to the 1988 case Communications Workers of America v. Beck, the National Labor Relations Act (NLRA) prevents unions from requiring employees to become full union members. Employees can object and become “core” members, paying specifically for representation costs. The union contract still protects these workers.

Beck rights vary between states and unions, but generally, employers:

• Can require staff to pay partial dues (if located in a non-right-to-work state)
• Must notify employees of this choice and explain how union dues work if they opt out
• May NOT require workers to join the union fully
• May only use core members’ dues for representational costs, NOT political activities (if located in a non-right-to-work state)

Remember, if your business is located in a right-to-work state, employees can choose to either pay partial dues or not join the union at all. 

Understanding Union Rights & Employer Obligations

Navigating CBAs and union security arrangements can be tricky, but understanding the basics is vital for any employer with unionized staff. Different types of union security agreements affect how unions operate and what’s required from employees. 

In right-to-work states, employees can choose whether or not to join a union or pay dues, while union membership and dues might be required in non-right-to-work states. Plus, Beck rights also allow employees to opt for partial union membership, covering only representational costs.

Staying informed about these rules helps employers create fair and effective agreements that respect everyone’s rights. By doing so, you’ll foster a positive workplace and ensure compliance with labor laws.

If you need guidance from HR consultants with a significant understanding of union rights, contact BlueLion today at 603-818-4131 or info@bluelionllc.com. We’re happy to help you in this complex area!

Have you ever established communication expectations? Perhaps you have, but it’s been a while since you revisited them or shared them with your employees. Or maybe you haven’t yet, but your team is growing, and it’s time to streamline your processes. 

Wherever you’re at, follow these seven steps to put these important guidelines in place.

1. Evaluate Your Workplace Communication Needs

Before you begin developing or updating workplace communication guidelines, assess your current communication practices, channels, and tools. Gather your leadership team and start by asking: 

• Are you managing an in-person, hybrid, multi-location, or remote workforce?
• Where are there gaps? What are the pain points? 
• Who are the audiences/stakeholders?
• How do you measure the effectiveness of your communication? Is it effective? 
• Do you have a crisis communication plan?

It’s also a good time to ask your employees for their feedback on existing workplace communication techniques. You could do this in a few ways, such as one-on-ones with managers, department meetings, or employee surveys. 

Then, find the common themes (i.e., concerns, breakdowns, bottlenecks, etc.) and focus on strengthening those areas throughout the rest of this process. 

2. Set Internal Communication Goals

Once you’ve assessed your business’s strengths and weaknesses regarding internal communications, it’s time to establish a broad strategy. This should account for everything from everyday information and announcements to significant political and societal issues, which have been on the rise in recent years. Include guidelines for leaders to spread key messages and recognize employees who go above and beyond.

Additionally, include steps for communicating essential updates with the internal team before broadcasting them elsewhere—letting employees hear major announcements via social media, online, or the news can be a major morale killer. Instead, make team members feel valued by communicating all news, good and bad, with them before the public. This portion should also include guidelines for what employees can or can’t do with the information and how it affects them and the overall business.

Ensuring your employees are aligned with your goals will not only maintain a transparent, respectful corporate culture but also create a consistent, clear customer experience. However, not aligning your team could lead to miscommunication, poor customer experience, and potential backlash.

3. Create Style & Tone Guidelines

If you have brand guidelines, they could be a great starting point for establishing workplace communication expectations—in fact, the two should work hand in hand. While we’re specifically addressing internal communication here, consider how you want to communicate with your external stakeholders (e.g., customers and partners). Your tone and style should be consistent from the inside out, which comes back to your employees.

Of course, the tone of internal workplace communication may vary depending on the purpose and context. As LinkedIn notes, your official documents and reports may call for a formal and professional style, while you allow a more casual, friendly tone for social media and newsletters. 

4. Select Communication Methods & Channels

Include guidelines for both written and verbal workplace communication methods. Similar to tone and style, this depends on the purpose, goals, and audience of the message. Examples include:

• Posting official announcements, policies, or procedures (format) to the company intranet (channel), where these crucial resources can live permanently for employees to easily access. 
• Compiling important data and detailed information in a report (format) and sending it via email (channel) with an outline, context, and action steps
• Presenting (format) a new service or product via a virtual or in-person demo (channel) to educate your employees live and invite questions or feedback 

Outline tips for when and how to use specific workplace communication tools and apps. Consider what format and channel will make it easiest to digest and remember the message at hand. For example, in one study, 48% of workers said video is the most engaging form of communication—are there ways you can incorporate video more? 

You might also note when a meeting is necessary vs. when an update could simply be shared via your project management tool, chat, or email.

5. Make Communication Integrative & Inclusive

As you choose your organization’s primary communication tools and purposes for each, you should also determine when asynchronous vs. synchronous communication should be used.

Asynchronous communication refers to methods where participants don’t need to be present or engage in real-time interaction. Instead, messages or information are exchanged without the need for immediate response, thus allowing: 

• Employees to engage with messages or content when it’s convenient for them, regardless of the sender’s availability
• Individuals to focus on other tasks before responding thanks to fewer interruptions during the workday
• Easy collaboration across different time zones and geographical locations—making it ideal for remote and multi-location businesses
• Well-documented communication for later reference (since asynchronous communication typically involves messages that are saved)

Team members can send non-urgent messages via asynchronous channels like your project management platform (e.g., Asana), messaging apps (e.g., Teams or Slack), or email.

When you have time-sensitive information, you might leverage synchronous (i.e., real-time) methods like Zoom meetings, phone calls, or messaging apps, which can be used for both types of communication.

Taking a multi-channel approach to workplace communication ensures employees are included in relevant discussions and decisions, thus making them feel included and valued. In turn, this will boost employee engagement. Proactive, inclusive communication is particularly important with the shift to hybrid and virtual teams over the last few years. 

6. Set Employee Expectations

Next, it’s time to set employee workplace communication expectations. These should outline:

• Frequency for checking each communication channel
• Acceptable response times, 
• Updating their calendars and out-of-office (OOO) messages
• How much notice employees should give for rescheduling meetings

Define these expectations clearly—if you say respond in a timely manner, outline what that means for each channel.

For example, social media scheduling tool, Buffer, notes that employees are expected to respond to Slack messages by the end of their workday, Threads within two days if you’re tagged or a week if not, and within two days for all other methods.

Your guidelines should also set standards for CLEAR communication and good writing practices (e.g., proper grammar, spelling, punctuation, formatting, etc.). Remind people to provide sufficient background information and context and monitor their tone. This is harder to convey in written workplace communication, so rereading and proofreading our content is vital.

However, the same goes for verbal communication—we can get carried away with emotions, so when things get stressful or heated, it’s easy to let that seep into our speech. We need to think carefully about our tone and words before speaking. 

7. Consider Timing

We’re all inundated with messages and information daily. In fact, one study found that 80% of global workers experience information overload, while 76% felt that it contributes to increased workplace stress. This is why you’ll also want to provide guidelines on how and when employees should communicate.

Thoughtful, effective leadership also includes careful consideration about the timing and frequency of sending messages and sharing information. They set the standard for healthy workplace communication practices (e.g., setting boundaries and expectations about when messages should be sent and responses). Avoid creating a toxic workplace culture by calling, emailing, and texting employees at all hours—which puts pressure on employees to always be available. 

Ensure your workplace communication policies define what it means to respect one another’s time, such as contacting coworkers outside regular working hours and giving people sufficient time to respond. For example, if certain colleagues like to email in the evening, they might include a line in their signature noting there is no pressure to respond immediately. 

8. Share Workplace Communication Guidelines

Once you establish workplace communication guidelines and policies, it’s time to—you guessed it—communicate them with your team! A few places they should live include the employee handbook and company intranet. 

Additionally, you can share communication expectations by:

• Conducting workshops
• Sending it regularly in internal newsletters
• Incorporating it into the new hire orientation process

When you first share your workplace communication guidelines, you might accompany them with a video introduction (this works well when sharing via intranet or email). This video could outline the key elements, like style, tone, audience, and methods/formats, as discussed earlier. 

Finally, don’t hesitate to ask for feedback. Your employees may have valuable insights and ideas to continue improving communication practices. After all, different roles and departments may have different needs, challenges, or perspectives.

Prioritize Workplace Communication, Strengthen Your Team

In the ever-evolving landscape of business, effective communication is more than a tool—it’s the cornerstone of collaboration, innovation, and organizational harmony. By embracing the principles outlined here, you’re not just setting guidelines; you’re fostering a culture where all employees know they’ll be heard, ideas flourish, and connections thrive. 

So as you navigate the cadence of workplace communication, remember it largely comes down to how every message is shared, heard, and understood throughout your business!

Need tailored guidance as you develop employee communication guidelines and expectations? Our HR consultants love helping small business owners and leaders level up areas of their corporate culture like this! Contact BlueLion today at info@bluelionllc.com or 603-818-4131 to learn more. 

That leaves many employers wondering how the election year will impact their workplace and how to handle it while keeping their teams safe, satisfied, and productive. Navigating politics at work is no easy feat, as related conversations are more prevalent than ever. At the very least, they can cause disruption and tension when not addressed. Worse, they can result in conflict and a toxic environment.

Leaders and HR departments must now take a more proactive, empathetic approach to politics. But what does that look like, exactly? Let’s dive in below. 

Create a Psychologically Safe Environment

Developing a psychologically safe space with a focus on mental health should be a priority not only during an election year but 24/7. Start by getting a pulse on current employee sentiments about whether they feel safe in the workplace via anonymous surveys or other tools or by simply listening. This will help you understand your strengths and weaknesses regarding empathetic and respectful discussion, and then provide guidance and coaching where necessary.

Understand that an election year can be stressful for people. The SHRM study also found that “1 in 5 U.S. workers (20%) have experienced poor treatment in the workplace by coworkers or peers due to their political views.”

Foster a safe environment for employees to share political views without fear of ridicule or retaliation. Remind people that it’s okay to have conversations and disagree, and it’s possible to do so without becoming disrespectful or hostile. 

Research by workforce resilience platform provider meQuilibrium (meQ) shows that in workplaces with strong psychological safety, “employees are 60%-90% less likely than others to report uncivil behavior on their teams.”

Bottom line: Investing the time, energy, and resources into creating a psychologically safe space is worth it and makes a difference!

Don’t Ban Political Discussions

During the 2020 election, Zippia’s survey of 2,000 workers reported that 47% admitted to talking politics at work, and 79% found themselves distracted by the election. 

Prohibiting political discussions in the workplace may be tempting, but it’s often unrealistic—and can backfire. Instead, talk openly about your company values and remind people that everyone has different views and experiences. 

There’s also the matter of protected speech and concerted activity. Employers can ban activities like campaigning and wearing political attire at work. However, National Relations Board general counsel Jennifer Abruzzo told SHRM that political conversations may be covered by the National Labor Relations Act. 

Remind team members that while they have freedom of speech, they are responsible for their words and actions and how they affect their colleagues—and free speech does NOT cover inappropriate activity and language such as verbal abuse, bullying or harassment, disrespectful behavior, and threatening language and behavior. Create boundaries that allow for healthy conversation but prevent it from crossing the line. 

Simply put, emphasize mutual respect!

When crises or significant social/political events occur, take the time to determine how your organization will respond. We get it—this can be tricky. How can you respectfully speak on sensitive matters with your team and the public while accounting for various experiences and backgrounds? This is where consulting with a diversity, equity, and inclusion (DEI) expert can guide the way on a case-by-case basis.

Train Managers & Leaders

Successfully navigating an election year at work starts at the top, so companies should provide training and workshops for management to enhance their skills around sensitive topics like politics, racism, social issues, and world events. Your leaders should:

• Know how to facilitate open, respectful dialogue rather than shy away from it
• Get comfortable with the uncomfortable
• Remain neutral with an open ear without disregarding an employee’s opinions or experiences

Management should also focus on building rapport and trust with their employees—effective leaders will likely do this naturally. A 2023 survey by Development Dimensions International (DDI) found that less than a third of employees believe senior leaders at their workplace do “what’s right.” This drop shows the growing division and distrust, which is just another reason HR and leadership must focus on it now.

Communicate a zero-tolerance policy for hostile, harmful rhetoric and know how to address it. You might also host a company-wide meeting before, during, or right after Election Day to remind your team about healthy, safe dialogue—and to avoid discussions they can’t keep civil. During this meeting, leadership can reinforce the zero-tolerance policy on harassment and harmful behavior.

Review & Update Your Policies

Have you pulled out the employee handbook and revisited your political activity and civility policies recently? If not—or if you haven’t developed these policies yet—now is the time.

A political activity policy provides expectations and guidelines to prevent political discussions and activities from disrupting the work environment or damaging your company’s reputation. This document promotes an inclusive and respectful company culture by mitigating conflict between employees. A political policy typically:

• Outlines prohibited behavior (e.g., campaigning, soliciting, wearing political attire)
• Requires workers to ensure their political activities do not negatively impact the business
• Defines unacceptable behavior, like harassment or discrimination based on political beliefs

While a civility policy is particularly relevant during an election year, it should also guide your team on respectful, professional behavior year-round. With political rifts growing, this policy is becoming more common in employee handbooks. This document outlines acceptable and unacceptable behavior, therefore helping your business: 

• Foster a positive and respectful work environment—which can boost morale and productivity
• Prevent incidents of workplace harassment, discrimination, or violence, along with legal liabilities
• Showing employees, customers, and partners that you’re committed to creating a safe and respectful environment

Note that clarity and specificity are critical when describing unacceptable behavior. Learn more about political activity and civility policies and what each should include.

A Realistic Outlook & United Workforce for Election Year

If you know BlueLion, you know we keep it real—and there’s no sugarcoating the challenges of this politically and socially tumultuous time. So, if you’re wondering how to deal with politics at work, the first answer is not to simply look the other way.

Employers and HR professionals can bring their employees together by facing it head-on and instilling a culture of compassion, respect, and inclusion. People might even learn and gain perspective from one another’s experiences!

Do you need help navigating politics in the workplace? Whether you need guidance on policy development or handling a specific situation, BlueLion has your back. Contact us today at 603-818-4131 or info@bluelionllc.com. 

The information on this website, including its newsletters, is not, nor is it intended to be legal advice. You should contact an attorney or HR specialist for advice on your individual situation.

With the World Health Organization (WHO) naming stress the health epidemic of the 21st century, it’s no surprise that both personal and professional stress permeates so many corners of our lives.

This is why it is so important for companies to implement Employee Assistance Programs (EAPs). An EAP can be an essential resource for employees who are dealing with a range of issues.

Unfortunately, these valuable programs are underused, with only 5 out of every 100 employees with access to an EAP leveraging the benefit in a year. However, usage has doubled since the COVID-19 pandemic—which makes sense when you consider how employee stress has skyrocketed over the last few years. 

It seems employees typically have two main concerns regarding EAPs: 

• There is often a stigma because, historically, it was primarily a resource for people with substance misuse problems or serious mental health issues.
• Employees are reluctant to use EAP counseling due to confidentiality concerns.

Modern EAPs, however, address a much broader range of problems and are always 100% confidential. They can offer significant assistance to your workforce and, in turn, have very positive effects on your company. 

If your organization does not already have one in place, we highly recommend getting one! Below, we’ll tell you:

• Exactly what an EAP is and what it covers
• Why your company needs one
• How to implement one effectively

Keep reading for the low-down on EAPs so you can get one in place today.

What is an Employee Assistance Program (EAP)?

An employee assistance program or plan is a voluntary work-based intervention program designed to offer employees support and solutions for issues impacting both their work and personal lives. It is employer-sponsored and completely free for employees to use. 

Employee assistance program services can include counseling and guidance for areas such as:

• Marital/relationship problems
• Financial struggles
• Emotional problems
• Family issues
• Substance or alcohol misuse

Some EAPs may even offer a wide range of services covering basic legal assistance and referrals, adoption assistance, help finding elder care services, and more. It is separate but complementary to your other employee wellness programs, as your provider can often help you find related wellness offerings. The employee’s spouse, children, or partner living in the same household also typically have access to the EAP.

Program counselors will work in a consultative role with managers and supervisors to address employee and organizational challenges and needs. This means they can help organizations prevent and cope with workplace violence, trauma, and other emergency response situations.

Why does your company need an EAP?

EAPs are great for employees because they are paid for by employers and often extend to employees’ immediate family members or to anyone living in employees’ homes. On the same token, EAPs are cost-effective tools for employers that can truly pay off long-term. 

As an employer, you have a vested interest in your employees’ performance. If they are distracted and affected by personal issues and stress, it can affect their ability to reach their full potential. This, in turn, can hurt productivity and drive up costs for businesses. 

EAPs cover certain needs that the healthcare system can’t handle, like financial counseling or elder care assistance. People often struggle with these areas silently simply because they don’t know where to turn for help or can’t afford it. Again, these are totally free services to employees.

EAPs can be the key to helping employees deal with these types of issues and significantly improving their performance. 

The Stress is in the Numbers

Are you still unsure if your workplace really needs an EAP?

The State of the Global Workplace: 2023 Report by Gallup found that employee stress remains at a record high for the second year in a row, with 52% of American and Canadian respondents stating they experienced a lot of stress the previous day. 

While employee stress has likely risen partially due to the pandemic, it’s been increasing for over a decade. Gallup also found that 26% of U.S. employees “very often or always” feel burned out at work, and only 24% feel their employer cares about their well-being.

So, how does workplace stress impact your business? When your employees are struggling with excessive stress or other mental health issues, it can:

• Interfere with employee focus, engagement, and productivity
• Cause performance issues, such as mistakes or missed deadlines
• Decrease morale and create a tense work environment
• Increase tardiness, absenteeism, and turnover
• Spark workplace conflicts between coworkers and/or staff and supervisors
• Lead to more illnesses and injuries—which can, in turn, affect your insurance rates

According to the American Institute of Stress, around 1 million workers are absent every day due to stress, and this job stress is estimated to cost American companies “more than $300 billion in losses due to absenteeism, diminished productivity, and accidents.” 

Those are some ugly stats—and there are many more regarding the negative effects of stress in the workplace.

Employee Assistance Program Benefits

Fortunately, employers can prevent and address many stress-related problems by properly implementing an EAP with resources to help employees manage their stress. The U.S. Department of Health and Human Services reports that for every dollar invested in an EAP, employers generally save anywhere from $5 to $16. 

Are you concerned about the costs of adding an EAP to your employee benefits package? Statistics show that only 1-2% of employees need to use it for counseling each year “to yield enough savings in work productivity outcomes” to break even on your ROI!

But an effective EAP is about more than a purely financial return on investment. It can help:

• Reduce absenteeism
• Boost employee engagement
• Improve job performance and productivity
• Decrease presenteeism
• Ease depression and promote mental health
• Support employees in recovery
• Attract and retain talent

One study even found that employee satisfaction regarding EAPs is “often over 90%.” Additional research found that these programs can strengthen the company from a bigger-picture perspective because they provide “consulting to managers and leaders, workplace crisis preparedness and incident response, organizational level behavioral health risk management services, and specialists for difficult workplace events (i.e., harassment, bullying, sexual inappropriate behavior, customer conflicts, work team dysfunction).” 

How can you implement an EAP?

If you’re ready to get an EAP for your business, we recommend first asking your employee benefits broker if they offer one. Oftentimes (but not always), short-term and long-term disability providers offer this to employers at no cost!

When searching for an EAP, you will want to evaluate what kind of program will best suit your organization’s needs. A few things to consider include what the plan provides, how EAP contracts work, critical requirements any EAP should follow, and how employees will access EAP services.

EAP Delivery Options

There are a number of options when it comes to how an EAP is managed and delivered. Businesses can choose to keep it in-house or outsource all services. The Society for Human Resource Management (SHRM) reports that the most common EAP delivery models include:

• Management-sponsored EAPs: Employers (often large organizations) hire internal EAP staff to deliver the services all in-house.
• Fixed-fee contracts: Employers pay for various services (i.e., counseling, referrals, and supervisory training) with fees based on the number of employees, regardless of their actual EAP use.
• Fee-for-service contracts: Employers contract an EAP provider and pay only when the service is used.
• Consortia: Small businesses join together to contract for EAP services, lowering the cost per employee.
• Member assistance programs: Unions provide these programs with services ranging from prevention and problem identification to referral and counseling activities for employees and their family members.
• Peer assistance programs: PAPs are sponsored by employers or unions and train peers to work with troubled employees to address substance abuse and other problems within predetermined rules and limits.
• Mixed-model programs: These are used by employers and unions with multiple worksites that have different needs and resources.

Service Options

Another awesome benefit of EAPs is that many of them offer different forms of in-person and e-counseling. These include tele-counseling and video-counseling, which suit the needs of many professionals who live a hectic lifestyle and are looking for a more convenient, practical alternative. Virtual counseling eliminates travel time and offers more scheduling flexibility.

Many EAP providers offer both e-counseling and in-person counseling. This allows the client to choose what works best for them. In some cases, a blended approach is taken based on the employee’s needs. This means the employee can enjoy the benefits each method has to offer.

Communication

Once an EAP is in place, employers and/or their HR teams need to inform employees about it regularly (ideally on a monthly basis). This way, all employees will be aware of the program’s existence, how it works, and their options. 

Be sure to communicate the comprehensive services included in the EAP during these routine reminders. Let workers know that they are free and available to everyone in the company. By properly educating all employees about the program, you can remove the stigma around EAPs and encourage them to take advantage of it. 

Confidentiality

Another important factor to address is confidentiality. Remind employees that any services they seek through the EAP are kept completely confidential. 

Employees don’t need to get permission or go through HR to utilize the services. All they have to do is contact the EAP provider. Counselors do not report back to the organization nor keep external records of the counseling sessions. No one in the company has to know that the employee is receiving assistance. 

Executing an Employee Assistance Program

It will be up to your HR team to manage your organization’s employee assistance program and the relationship with your EAP provider, but the use of the services will always stay confidential. 

HR will need to stay in contact with the EAP provider to ensure the programs in place are effective and to guarantee the timely and accurate flow of information to employees. This will help the organization develop services over time and encourage employee engagement with the programs. It only makes sense that HR should be involved since an EAP is an investment in your people!

If your company needs assistance implementing and maintaining an EAP, contact BlueLion at 603-818-4131 or info@bluelionllc.com today. From finding the perfect program for your business to creating policies and procedures, we’ll help you get started on the right track toward ensuring your employees’ well-being and productivity.

The information on this website, including its newsletters, is not, nor is it intended to be legal advice. You should contact an attorney or HR specialist for advice on your individual situation.

This is a delicate area where HR and leadership must make an effort to build positive relations with unionized employees, negotiate a contract, and adhere to it. Read on for five steps to adhere to the union contract, plus best practices for a continued successful relationship.

1. Establish & Understand the Collective Bargaining Agreement

If employees have recently unionized, leadership, HR, and your legal counsel should ideally draw up a CBA. This contract outlines requirements and protections for both parties, mitigating uncertainty. The CBA typically includes terms and conditions of employment, such as: 

• Wages
• Hours and breaks
• Benefits
• Dispute resolution and disciplinary action procedures
• Anti-discrimination laws

…and many more. The more detailed these terms and conditions are, the more likely you’ll be to avoid future conflict.

The union agreement should note how long it will be valid. Once the contract expires, both parties must meet to negotiate a new contract in good faith. Revisit the CBA regularly and ensure both sides follow all stated policies and procedures. 

While the National Labor Relations Board (NLRB) mandates that the employer and union meet and neither can refuse to bargain collectively, parties do not HAVE to come to an agreement. Just remember that this can complicate and draw out the situation. 

For example, if you declare an impasse and move forward with the last offer you presented to the union, the union can refute this and file an unfair labor practice for failure to bargain in good faith. At this point, the issue is brought to the NLRB, which will decide whether an impasse was reached.

2. Address Conflict Resolution & Disciplinary Action

A union agreement usually outlines terms and procedures for handling grievances or corrective actions. For example, it might include a shop steward representation provision granting employees the right to have a union representative present during investigatory or disciplinary meetings with management. The rep acts as a witness and advocate for the employee and helps protect their rights during the process. 

CBAs often include guidelines for handling workplace conflicts and complaints, including a process, timelines for resolution at each step, and arbitration if the issue remains unresolved. 

Union workers may bring grievances to management through your organization’s internal policies and procedures or approach their union for support. If an employee turns to the union, the union must then inform your business and represent the employee. Typically, conflicts can be resolved quickly and internally when addressed proactively. While the union could opt for legal action in extreme cases, this is not the norm.

3. Manage Union Dues

Most unions require members to pay monthly fees to support activities and operations, which are often defined in the CBA. These union dues are typically handled through a payroll deduction and cover things like negotiating and enforcing contract terms, representing members in grievance procedures, and funding other union activities such as organizing campaigns and political advocacy.

The process usually includes: 

1. Authorization: When an employee becomes a union member, they typically sign an authorization form consenting to have union dues deducted from their wages.
2. Payroll Deduction: The employer deducts the agreed-upon amount of union dues from the employee’s paycheck regularly, usually each pay period.
3. Remittance to Union: The employer then submits the fees to the union on behalf of the employees.

4. Commit to Compliance

While compliance is critical for any employer, it is particularly sensitive for those with unionized workforces.  First, you should understand and adhere to labor laws, including: 

• Fair Labor Standards Act (FLSA): The FLSA dictates federal requirements for minimum wage, overtime, and child labor laws. 
• National Labor Relations Act (NLRA): Union employees’ rights to collective bargaining and concerted activity are protected by NLRA provisions.
• Occupational Safety and Health Act (OSHA): OSHA includes regulations around creating a safe and healthy workplace to ensure employee well-being.

Additionally, you should implement policies and practices to protect your workers and ensure a culture of equity and inclusion, such as: 

• An anti-harassment and discrimination policy addressing vital areas like fair hiring and promotion practices, compensation, and corrective actions.
• Following employee privacy laws—certain information, like age, marital status, religion, and sexual orientation, are off-limits.
• Knowing when to classify workers as W-2 employees vs. independent contractors—misclassification can subject you to legal action and significant penalties.

Make sure you understand and adhere to federal labor laws AND your state’s regulations. Requirements vary when it comes to labor unions, minimum wage, salary history and background checks, anti-discrimination policies and training, and more. Your HR and legal teams should guide you on these topics so nothing is overlooked.

5. Foster Positive Union Relations

In addition to thoroughly defined and prompt conflict resolution processes, leadership and HR teams can maintain good relationships with union employees and representatives through open, honest communication. Consistent and transparent conversations strengthen trust and prevent minor concerns or misunderstandings from escalating.

CBAs and labor laws around unions can be complex and ever-changing. Train both managers and employees on their rights and duties and encourage them to view one another as team members rather than opponents. Doing so gives them the knowledge and skills to create a positive work environment and resolve issues peacefully. 

Bonus Tips: 4 Labor Union Compliance Mistakes to Avoid

Swaying Employee Union Decisions

If employees come to HR or management asking about the union and whether they should join, your company should always respond neutrally. Simply let them know that they have the right to become union members and refer them to a union representative for more information. 

Discarding Union-related Documentation

We’ve said it before about employee documentation, and the same goes for union-related documents—keep everything! That goes for complaints, disciplinary action, workplace investigations, and other issues regarding the union and its members. These files can protect your business if legal action arises down the road.

Failing to Adhere to the CBA

Your company’s safest bet is to stick to the union contract, which will prevent most issues. Even a minor violation could damage union relations and, worse, result in a lawsuit against your business. Potential shortcuts are simply not worth the risk!

Not Taking Unions Seriously

Many unions are well-organized and mean business, with dedicated attorneys, member benefits (e.g., health insurance and retirement plans), and strong relationships with the local government. Ignoring or dismissing the union’s concerns or demands could lead to:

• Decreased morale, escalating tensions, and labor disputes, in turn, disrupting productivity and operations
• Reputational damage because your company is viewed as anti-union and insensitive
• Legal action by the union, which could file unfair labor practices charges with labor relations boards or take your company to court
• Difficulty attracting and retaining skilled workers

Respecting the Labor Union Agreement

Once you establish a CBA with the union, protecting your company and employees is as simple as honoring that contract and following employment and labor laws. You’ll enjoy a much more fruitful, positive relationship with union workers when you maintain transparent communication and view one another as team members. 

Of course, labor unions and relevant laws are complex, so having experienced legal counsel and HR professionals by your side will help you navigate the process and negotiations much more smoothly. If you’re still searching for that HR partner, contact BlueLion at 603-818-4131 or info@bluelionllc.com to learn how we can help today!

While the four-day workweek has been tried and tested countless times over the years, it’s gained traction since the pandemic. COVID-19 has changed the work landscape and proven that flexible work schedules, well, work.  

The four-day workweek refers to working 32 hours weekly for the same pay. With many employees searching for more dynamic workdays and hours, a compressed workweek can be a great way for companies to stand out and boost employee retention.

In recent years, a growing number of companies worldwide have tried and implemented four-day workweeks. Global research shows many benefits, such as higher productivity, employee engagement and morale, and reduced costs. However, instituting this major change takes time and work! Let’s explore some benefits along with a few factors and recommendations to consider below.

Benefits of a Four-day Workweek

Better Work-life Balance

A four-day workweek gives employees another day to spend on family and personal matters. This makes scheduling important appointments, handling housework, and caring for kids or other family members easier. For parents, this flexible work schedule provides more free time to spend with their kids. 

Employees with a better work-life balance will feel more valued and satisfied, and the positive effects will ripple!

Improved Employee Acquisition & Retention

Attract new candidates with an appealing four-day workweek. Since this is still an up-and-coming concept, it will help your company stand out, especially for those looking for flexibility. Drawing more applicants can lead to more candidates to choose from

It’s also a great employee retention strategy, as current employees will be more likely to stay because they’ll be happier and healthier. This will foster employee loyalty and appreciation for the work-life balance it provides.

Increased Employee Wellness

Thanks to improved morale and work-life balance, employees will be happier, less stressed, and less likely to burn out or get overwhelmed. This promotes stronger physical and mental health, reducing absenteeism and improving productivity.

The four-day workweek is seeing results worldwide. For example, the U.K. ran a trial with 61 companies and 2,900 workers from June to December 2022. By the end of the pilot, 39% of employees reported less stress, and 71% noted lower burnout levels. Additionally, participants reported less anxiety, fatigue, and sleep issues and improved mental and physical health.

Higher Productivity

Speaking of productivity, a shortened workweek doesn’t necessarily mean less will get done. In fact, it can help boost employee productivity because people know they need to meet deadlines and expectations in four days instead of five. As a result, they will have to prioritize well, eliminate distractions, and use time-saving techniques to complete their work on time.

Knowing they have a shorter workweek can also increase employee engagement and motivation. Long hours can cause burnout, frustration, stress, and lack of focus. But shorter working hours give employees more time away from work so they can come in feeling fresh every week.

Reduced Costs

You’ll save on facility and operations costs as your team will be in the office one less day a week, reducing water and electricity usage. Improved employee well-being can also help lower insurance costs. Plus, lower turnover means lower hiring costs.

A four-day workweek also lowers costs for employees, who will save on their vehicle and transportation costs, work clothes, and childcare. Childcare costs have risen so much in certain areas that it’s taking a toll on parents’ jobs, according to one 2023 report. The study found that 13% of families with children five and younger have faced job changes due to childcare costs and issues. These changes “include quitting a job, not taking a job or greatly changing a job in the previous year.”

This makes sense, knowing the average family spends anywhere from 8% to 19.3% of their income on care. Many are finding it’s simply not a wise financial decision, with one parent deciding to stay home or reduce their work hours.

Bottom line: Easing financial stress by freeing up more of their time can boost employee satisfaction and productivity.

6 Tips for Implementing a Four-day Workweek

If you’re considering a transition to the four-day workweek, there are several steps and considerations you’ll want to take into account. Below are a few recommendations to get you started.

1. Align Goals & Objectives

Before you dive into a 32-hour workweek, your leadership team should evaluate and define company and departmental goals to ensure everyone is aligned and headed in the same direction. There are several frameworks you can use to set goals and evaluate success, such as:

• Management by Objectives (MBO): Employees and managers collaboratively set goals that align with the organization’s overall objectives. Progress is regularly reviewed, and rewards or incentives may be tied to goal achievement. 
• Objectives and Key Results (OKRs): This framework aligns individual and team goals with company objectives. Objectives are the overarching goals, while key results are specific, measurable outcomes that indicate progress toward those objectives.
• Key Performance Indicators (KPIs): KPIs are specific metrics used to measure progress toward strategic objectives. They are often tailored to a company or department’s specific goals and needs (e.g., revenue growth, customer satisfaction scores, and employee retention rates).

2. Take a New Approach to Meetings

4 Day Week Global says that most companies that shift to a four-day workweek make three significant changes, the first being to “radically shorten and reform meetings.” Fewer hours in the week means less time to waste in meetings that could’ve been an email (or a quick chat or phone call), so evaluate when you can use alternative forms of communication.

When meetings are necessary, it’s vital to keep them concise and on track by:

• Using an agenda and sticking to it (you could even designate a set amount of time to specific topics)
• Giving attendees time to prepare 
• Setting expectations of what will be discussed (and possibly what will NOT)
• Allowing participants a certain amount of time to speak—and not letting long-winded types derail the meeting 

3. Leverage Technology

Another recommendation from 4 Day Week Global notes is to “use technology more thoughtfully and mindfully.” Consider where your organization could benefit from automation. What tools could remove menial tasks from people’s plates so they have more time to focus on their core functions? What will support them and help them do their jobs faster? 

As mentioned above, alternative communication methods and file-sharing tools are also essential. For example, you may need a project management app like Asana for quick sharing, review, feedback, and approvals. Chat apps like Slack can also be highly efficient. Most companies need a Google Business Suite or Microsoft 365 to integrate document creation, file sharing, presentations, meetings, and more. 

4. Structure the Workday

With a compressed workweek comes the need for more disciplined days—just remember that your employees are human! According to 4 Day Week Global, businesses that successfully transition “redesign the workday to build in distinct periods for focused work, meetings, and social time.” 

Balancing all three is crucial to ensure people have enough time for deep focus, uninterrupted work, and collaboration. Designating social time ensures it won’t feel too rigid and allows colleagues to continue building positive relationships.

5. Ensure Focused & Maximized Roles

Are your employees spending much of their day on administrative and repetitive tasks like data entry? These often suck up their time, so they have less to spend on their specialties—which should be the priority. There’s also a good chance the menial work is becoming a grind and hurting morale. 

Instead, automate, outsource, or eliminate administrative duties to free up qualified team members’ time. This allows them to do what they do best (and enjoy most), benefiting your company!

6. Start with a Trial

Last but perhaps most importantly, start with a four-day workweek trial! There will be much to learn, many kinks to work out, and at least a few mistakes along the road. Starting with a pilot program is critical to identifying potential hiccups and setting clear employee expectations. 

Start with a trial period of at least three months. Before launching the trial, be sure to: 

• Document the parameters and expectations and communicate them with employees—ensure they understand this is a temporary test run
• Train managers and staff on any shifting/changing responsibilities
• Provide productivity coaching

Thorough preparation before the pilot will streamline the experience and improve the chances of success. The trial itself will help you determine if a shortened workweek will suit your business and where you may need to make additional adjustments.

Give the Four-day Workweek a Shot

There’s no sugarcoating it: Instituting a four-day workweek is no simple task! But doing so can offer you and your team many benefits, from happier, healthier employees to increased productivity to setting your company apart from the competition. With patience, careful planning, and transparent communication, your organization could be the next to offer this up-and-coming flexible schedule.

Do you need tailored guidance in developing a plan for a four-day workweek? Contact BlueLion’s HR consultants at 603-818-4131 or info@bluelionllc.com to learn how we can help you with this and other areas of your workplace culture today!

A 2023 Gallup survey found that only 21% of employees trust their organization’s leadership, indicating a decline in employee engagement and morale. After all, building a positive workplace culture is tough when employees don’t trust in or feel inspired by their managers. This is also a significant contributor to high turnover. In another study, 57% of participants reported leaving a job due to their leaders, while 32% said they’ve thought about quitting due to bad managers.

Managers are often promoted based on technical skills without developing crucial leadership qualities, which can hurt their direct team and the entire workplace. So, what is the difference between a bad manager and a good leader? And how can you transform the first into the second? 

Keep reading to learn how to spot signs of ineffective or even toxic leadership practices, the qualities of influential leaders, and techniques for improving leadership skills.

Characteristics of Bad Managers vs. Strong Leaders

What are the common characteristics of bad leaders? What do effective leaders do differently? Let’s break it down.

Distant vs. Approachable

Toxic leaders often remain too distant from their team members. They might have a stand-offish attitude, delegate most of their responsibilities to their employees, and be less than supportive. This can create an intimidating atmosphere where employees aren’t comfortable going to their boss with ideas, questions, or concerns.

Good leaders do the opposite by keeping an open-door policy and welcoming feedback and requests for support when employees need it. They naturally encourage and inspire their team to create and innovate by remaining present and communicating consistently.

Uncaring vs. Attentive

One of the most important characteristics of a great leader is being a good listener, which is where many bad managers fail. They don’t bother:

• Checking in with employees 
• Building that personal connection
• Providing support or encouragement during big projects or periods of transition or change

Even worse, they lack active listening skills and often talk over or interrupt team members.

On the other hand, experienced leaders know when to stop and listen and when to ask employees how they are doing or for feedback. They are adept at taking a professional yet compassionate approach to their people’s concerns or stressors. In doing so, they foster ongoing dialogue and build trust and rapport.

Demanding vs. Motivating

There’s a fine line between effectively motivating your team and being overly demanding—and you can guess which category toxic leaders fall into. They tend to push employees hard, giving them extreme workloads and focusing only on results and deadlines. As such, these demanding managers often ignore their employees’ mental health. 

Good bosses have an eye for when their teams need support, a break, or another solution. They know how to keep their direct reports engaged and motivated without setting unrealistic expectations or putting excessive pressure on employees. Effective managers focus on positive reinforcement and encouragement rather than intimidation and threats.

Critical vs. Appreciative

On the note of motivating employees, bad managers often do the reverse by focusing only on the negative and highlighting where team members have made mistakes or need to improve. These managers: 

• May even call team members out in front of others, humiliating and belittling them 
• Never give positive feedback or spotlight a job well done
• Make employees feel unappreciated and demotivated, thus creating low morale

Strong leaders take another approach, prioritizing positive feedback for employees and showcasing their wins. When they have to deliver criticism, they ensure it’s constructive so employees can learn and grow. They understand how to balance the positive with the negative. They also regularly show employees their appreciation, from a simple “good job” to discussing their future career path with the company.

Withholding vs. Transparent

Poor leaders are often secretive or withholding, preferring to keep their teams siloed and only sharing information on a need-to-know basis. This lack of communication and openness creates mistrust, contributes to the feeling of being undervalued and underappreciated, and can make employees concerned about their job security. Plus, being told to do things without question or “because that’s how we’ve always done it” is demotivating because team members won’t know why or what they’re working toward. 

Tying back to that open-door policy, effective managers value transparency with their teams. They understand that this fosters trust and instills a sense of purpose and confidence in employees. Communicative leaders have a knack for showing their employees the “why” by explaining how their roles support the organization’s mission, vision, and values—and how they contribute to the major goals. 

Reactive vs. Proactive

A bad manager is not necessarily disrespectful or unappreciative. Sometimes, they are simply ineffective because they are too passive. This could mean they are uncomfortable with confrontation and having difficult conversations. Or it could be that they are not firm or decisive enough, so they’re struggling to garner respect and productivity from their team.

An essential leadership skill is understanding when to be compassionate and give employees leeway and when to provide more direction and structure. A savvy boss is not afraid to address inappropriate behavior or make a decision their team must follow. They know how to deliver this information respectfully while maintaining respect for themselves.

5 Ways to Address Ineffective or Toxic Managers

Now, let’s look at how to deal with bad managers and turn them into great leaders—and how to know when to make tough but necessary decisions.

Address the Bad Boss

Start by having a private meeting with the problem manager, always approaching the conversation calmly and rationally without being emotional. Tell them what you’ve learned and your concerns about their leadership abilities. 

Next, give them a chance to share their thoughts, then clearly define what changes you expect from their performance and behavior. Let them know if you’re putting them on a performance improvement plan or requiring them to participate in leadership coaching. Explain that they will have resources and support and that you want to see them succeed.

Bring in a Leadership Coach

Not everyone is a natural leader, but that doesn’t mean they can’t develop the skills! Investing in a leadership coach will bring in an expert with an outside perspective who can help managers of all departments and levels strengthen their management methods and communication skills. 

A high-quality leadership coach will encourage self-evaluation, guiding the manager to assess their qualities and behavior from a new point of view. This reflection will make them take responsibility for their actions and understand where and how to adjust. For many managers, this entails improving their emotional intelligence (EQ). 

While the manager is undergoing leadership coaching, you should monitor their progress to determine if they can make the necessary shifts in their approach and behavior.

Invest in Conflict Training

It could also be beneficial to hire a conflict expert for specialized training. As mentioned earlier, ineffective leaders are often uncomfortable with conflict training. Or they may become too emotional or invested in the incident themselves. These workshops can teach them how to resolve workplace conflict while mitigating toxic leadership techniques properly. 

Make Organizational Changes

You may find leadership is simply not in the cards for this individual. They might work better alone or get along with others on a peer level. Maybe they’re excellent at what they do and essential to your business.

In this case, consider moving the employee to a new role where they don’t have people to manage. They can continue doing what they do best, while you don’t have to worry about them harming the workplace culture and employee productivity. 

To prevent drama and confusion, remember to devise a plan and communicate the change and what it means to everyone affected.

Know When to Terminate a Toxic Manager

Sometimes, you can do everything possible to attempt to work things out with a lousy boss, to no avail. They might be unable or unwilling to change their attitude and behavior, in which case they will only continue spreading a toxic work environment. 

You must know when to make the hard call and fire a toxic manager. Remember, your HR team can guide the employee termination process and be present for the meeting.

Prioritize Leadership Development

Whether you have a weak manager on your hands or your leaders are doing well, there is always room for growth and improvement. And this is simply not an area to neglect! However, you’ll want to address bad bosses as soon as possible—letting leadership issues linger will only create more problems.

Understanding when to provide training, coaching, and support, when to make role changes, and when to let the individual go is vital to maintaining a healthy, productive workplace. It may not be easy, but when you make these positive changes, you’ll likely see positive results immediately. 

Do you need guidance or leadership coaching resources? Contact BlueLion today at info@bluelionllc.com or 603-818-4131 to learn how our HR specialists can help!