Page 113 - Anne Bruce - Building A HIgh Morale Workplace (2002)

The High Price of Low Morale 93

Manager’s Toolkit

• Start the conversation with your own personal observa-
tions. Perhaps there’s been a change in the employee’s
performance that makes you wonder if there’s a problem.
For example, if an employee is always punctual and then

begins arriving late for work without calling or offering an
explanation, this would be an indication of a pattern gone
off track. Employees don’t just suddenly change their
behaviors without a reason. But don’t jump to conclu-
sions. Show concern, not anger.

• Equip yourself when getting ready to talk with an employ-
ee about impaired performance or lack of morale. It’s like-
ly that personal issues will arise. Be knowledgeable and
prepared to offer information about your organization’s

Employee Assistance Program (EAP) and any other valu-
able resources that might be available. The more
resources you can suggest to a troubled employee, the
more likely he or she is to pursue one of those options.
Provide suggestions, names, addresses, phone numbers,
and Web sites in writing. Don’t expect a worried employee

to remember all of your suggestions from your meeting.
• Personal matters are a very delicate area. Even the most
seasoned managers should never pry too deeply, accuse,
or judge. You can demonstrate genuine concern without

delving too far into someone’s personal life. You’re there
to be supportive, not a psychiatrist.

Private Property: Keep Out
Never discuss personal issues unless the employee vol-
unteers them. Don’t ask about anything personal; stick to
behavior on the job. If an employee has been absent a lot lately, for
example, you may talk about the effects on performance and morale.
Then, if the employee confides that it’s because he’s been taking his
wife to chemotherapy treatments, you may then offer to help him with
resources and time off. Let the employee bring up personal issues. If
that doesn’t happen, don’t pry.