Page 120 - 100 - HR Management Manual

b. They must fully agree deep down or they can’t stay.

Considerations: About 80% of the staff problems will come from only 20% of the staff.
Managers should spend 80% of their time and efforts with those

If you have a consideration for an employee that typically means there
needs to be some form of correction!

Considerations are defined as a careful thought you have about an
employee, typically over a period of time. If a manager/supervisor has a
consideration about someone they need to speak to that individual as
soon and reasonably possible. In most all cases it should be that same
day, if something huge it should be that HOUR. The longer you wait, the
worse it will get. The longer you wait the more attention it will steal
from you. In many cases it will nearly paralyze YOU.

Considerations are like fence posts. The more you have the more you
get fenced in. It’s better to have none.

You always start this discussion with QUESTIONS. Your consideration
may have been wrong. If many cases, it’s not exactly what you thought
it was anyway. Use a VERY high ARC on this. You need to look at the
situation from the other person’s point of view and understand them.
You need to communicate clearly what’s expected. Do not be vague!
You need to do it with empathy so that the person has a chance to
succeed and feels like you are there to help.

Your supervisor may ask you to handle that supervisor’s consideration.
In other words, the owner may say, I heard or saw something about “so
and so”. Can you please check on it for me and let me know what you
find out? In these cases DO NOT “borrow” the supervisor’s authority by
saying for example, “I don’t really have a problem, but Dr. Julius wanted
me to ask….”. You have enough of your own authority to handle it. It
also should be important enough to YOU that you would want to
address it.

POLICY: Never ever let a consideration about a staff
member to remain unaddressed or uncommunicated.

Drill/Quiz on “Corrections”:

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