| Managing employee's expectations is composed of | | | | understanding the competitive environment for |
| open and honest communication with members of | | | | your product or service, knowing what your |
| your team, as well as strong listening skills to | | | | employees want, what motivates them, and how |
| what is important to your employees. | | | | you can be a part of meeting those expectations |
| What areas do managers need to communicate | | | | is part of managing employees. |
| to their team? | | | | **Knowledge is critical to growth of a company |
| **Performance of the company | | | | and who has the knowledge...your employees. |
| **Company and department goals | | | | **Business environments are more competitive, |
| **Industry changes | | | | and so is your ability to retain top talent. |
| **Compensation and career expectations | | | | Employees recognize when a manager is |
| **New hires - performance standards for your | | | | supporting them in their expectations. |
| department | | | | **Top Talent is anyone who performs their |
| **Ongoing performance feedback to each | | | | responsibilities with enthusiasm, know how and |
| member of your team. | | | | with the drive to do their best. No matter what |
| Employees want to contribute to the growth of | | | | their position is within your company, you want to |
| the company. If you have concerns that knowing | | | | keep them. |
| the company's performance could create anxiety | | | | ==>What to Do |
| in your employees...don't worry because if there is | | | | **Make it a priority to meet with each person |
| a problem, they know already, but just don't have | | | | every quarter. A year is just too long...you could |
| the specifics. | | | | lose them before their performance review or |
| If you don't have all the specifics let your | | | | right after they receive their bonus. |
| employees know and indicate you will follow up as | | | | **Share important information with them on a |
| soon as you have more information. | | | | regular basis about the department and company. |
| ==>Where do managers need to focus their | | | | **Always tell the truth and your employees will |
| listening skills? | | | | trust you. Trust is something you can't buy, and |
| Managing employee's expectations doesn't mean | | | | yet once you have it, you can build a great |
| only to 'keep their expectations realistic'...though | | | | department. |
| that is important. Rather it's about interacting with | | | | **If you can't share confidential information at this |
| each employee to know what he or she expects | | | | time, tell them. Though don't make everything |
| from his or her job, from you and from the | | | | you do confidential or employees will catch on real |
| company. Each person has their own work | | | | quick. |
| expectations and it's your job to know what they | | | | **Be open to flexible options - with technology |
| want. | | | | employees can perform their responsibilities |
| I'm not sharing anything new because you have | | | | anywhere and at any time. |
| already bumped into employees who are focus on | | | | ==>Final Thought |
| their work environment, compensation, and | | | | Managing employees is about setting priorities and |
| careers. | | | | standards for your team, providing important |
| ==>Why is it important to manage employee's | | | | information about the company, and actively |
| expectations? | | | | understanding what your employees expect from |
| **Employees are part of the quality of your | | | | you and the company. Know your employees... or |
| product or service. Just as you spend time | | | | your competitors will find an opening for them. |