Page 186 - Build a Culture of Employee Engagement with the Principles

157
Expectations

current employees and should be encouraged to ask ques-
tions regarding what it is really like to work in this organi-
zation; employees should be encouraged to be honest and
forthcoming in their responses.
2. Set expectations early. One of the most critical conver-
sations for supervisors to have during the interview process
and immediately after an employee has been hired revolves
around expectations—both what is expected from the
employee and what he or she can expect from the supervi-
sor and organization. Employees should be given a detailed
accounting of goals and objectives for the upcoming twelve
months—not just a job description. As part of the interview
process, supervisors should actually go over performance
evaluation forms so candidates know exactly the criteria on
which they will be evaluated.
3. Measure it. In psychology we say, “If you can measure
it, you can change it.” Putting objective measures into place
allows employees to constantly assess their progress rela-
tive to the goal. Real-time performance feedback increases
the likelihood of achieving any goal. The process need not be
complicated—for example, hourly production numbers writ-
ten on an easily accessible whiteboard. My favorite example
comes from Binney & Smith, the makers of Crayola Crayons.
After giving a talk on the RESPECT Model, I was given a tour
of the manufacturing plant. At each workstation was a small
flagpole that flew either a green or a red flag. The green flag
meant that the team at that station was on or ahead of the
production schedule, while a red flag indicated that the team
was behind. In the center of the plant was one large flagpole;
when all team flags were green, it flew a large green flag.
Thus, anyone would instantly know the status of individual
teams and the team as a whole. Naturally, no team wanted to