Employees.....tardiness, attitudes, performance, time off, raises...??

No time like the present...

Issues should be addressed when it is fresh in everyones mind. But you should always go in with an open mind, who knows you might learn something about your employee that you may not have already known. Don't let it fester and churn and boil. That just makes things worse. Just my 2 sense.
 
arborcareman said:
The title says it...... What do YOU do? How do you and when do you address these issues?
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It starts with a hand-book. I know, there a ton of work, but it helps to lay out what the rules are. It gives you something to refer to in conversation. It makes sure everyone is on the same page and sets the stage for what you expect in your employees.
 
What Royce said! IMO Showing up on time is basic shit, and attitude is everything. I'd take a mediocre worker that shows up on time and has a great attitude over a good climber whose late and has an attitude. As for the rest, I just put in for time off when needed (hoping it gets approved) and am always more than greatful for a raise if and when it comes down the pipeline.
 
Totally need to get on the 'handbook', company policy book. Thanks Royce...
Big problem for me is I suck at being too nice. Ya know.....giving someone a chance (teaching him) and wanting the best for him. Wanting the person to grow in this profession. Get certified, get applicator license, get CDL. Get raises... Won't even attempt gaining credentials to increase pay.

Kyaple- No kidding about the attitude thing. It's that grumpy dude who's attitude sucks because he thinks he's worth xxx amount. That mid level climber who cant stand being corrected and can't do everything in an efficient manor or just complains it's "too much work for my pay grade". And.....complains about climbing everyday?? Crazy crap.! Oh wait...grateful, yeah right. NOT this dude.

Same guy who wants days off out of the blue or calls 20 min to start time saying can't come in......how many of those can an employer deal with? (I know....dumb employer) Oh, same guy wants to use chip truck and chipper to chip up material form a side job.

I suck as an employer. :hueco:<-- ME, the guy getting beat on.
 
flyingsquirrel25 said:
No time like the present...

Issues should be addressed when it is fresh in everyones mind. But you should always go in with an open mind, who knows you might learn something about your employee that you may not have already known. Don't let it fester and churn and boil. That just makes things worse. Just my 2 sense.
Click to expand...

Boiling...
 
One thing most small businesses suck at is annual reviews. Sit down individually with each employee, tell them what they do well, tell them what they need to improve, ask if them have any problems or suggestions, and write all this down during the review (or have the good/bad points typed ahead of time. Add them to the saved document all year long as you think of them.) Then, at the end of the review, have the employee sign the bottom of the sheet, acknowledging they have heard and discussed all of the above. Give them a copy of the review and put the original in their file. Then when you need to fire them, your butt is covered by the file showing a pattern of unacceptable behavior.

At the end of the review is also when you get your annual raise/walking papers.
 
I think I read recently in a TCIA publication that raises shouldn't be tied directly to the annual performance review because you want someone who is there for the company as a team member, who wants to improve performance to better themselves. Granted, people need to have their finances covered...

A handbook is something we are working on too.

As mentioned, don't let it fester, talk about it. But praise too, that is where I think I fall short...
 
arborcareman said:
Totally need to get on the 'handbook', company policy book. Thanks Royce...
Big problem for me is I suck at being too nice. Ya know.....giving someone a chance (teaching him) and wanting the best for him. Wanting the person to grow in this profession. Get certified, get applicator license, get CDL. Get raises... Won't even attempt gaining credentials to increase pay.

Kyaple- No kidding about the attitude thing. It's that grumpy dude who's attitude sucks because he thinks he's worth xxx amount. That mid level climber who cant stand being corrected and can't do everything in an efficient manor or just complains it's "too much work for my pay grade". And.....complains about climbing everyday?? Crazy crap.! Oh wait...grateful, yeah right. NOT this dude.

Same guy who wants days off out of the blue or calls 20 min to start time saying can't come in......how many of those can an employer deal with? (I know....dumb employer) Oh, same guy wants to use chip truck and chipper to chip up material form a side job.

I suck as an employer. :hueco:<-- ME, the guy getting beat on.
Click to expand...

Sounds like you should put up an ad for new climbers and start interviewing ones. Then have them on the jobsite. If you have addressed the issues and nothing is changing...time to find new employees. If the current employees care, then it should light a fire under them to improve.

We pay our guys well and the only way we can afford raises or paid time off is by being efficient and doing whats expected. If someone told me they wouldn't do something because it is above their pay grade, then I would replace them. Small businesses require teamwork. If the groundsman busted his ass and still has brush to be cleaned up when the climber is on the ground..they help clean up.

Curious to know what is "above their pay grade."

Handbook would definitely help the days off. Go over it this weekend, set some basics. Meet on Monday and have everyone sign off. If you are losing money because of it, address it immediately.
 
I like to let employees write their own tickets. I try not to coach for a bit and let them be who they are. I do not want to be responsible for delaying the inevitable. I once, in a past life was in charge of 4o off the street new employees responsible for $10million work in progress. 5 rail cars worth $2.5 mil each, one out a day. I proclaimed off the bat one fine day, I was their activity coordinator, not their baby sitter. I saw giggly smiles around. Long stoooory short. Showing up late a few minutes is not a big deal to me, if you produce. We all have crap in our lives and could use a bit of flexibility. On the other hand...I have broken down the numbers as in potential dollars lost per minutes and explained this to them. Today, I was reminded by one of my four year employees that I should re-coach this idea to a new employee about the monetary (potential) loss to the team of showing up late. Makes $en$e!
 
Jeff said:
One thing most small businesses suck at is annual reviews. Sit down individually with each employee, tell them what they do well, tell them what they need to improve, ask if them have any problems or suggestions, and write all this down during the review (or have the good/bad points typed ahead of time. Add them to the saved document all year long as you think of them.) Then, at the end of the review, have the employee sign the bottom of the sheet, acknowledging they have heard and discussed all of the above. Give them a copy of the review and put the original in their file. Then when you need to fire them, your butt is covered by the file showing a pattern of unacceptable behavior.

At the end of the review is also when you get your annual raise/walking papers.
Click to expand...
When ever I did this. I would explain the review and make them review them selves. Everyone gave them selves way lower reviews then I would ever had. They felt guilty and wanted room for improvement. Other supervisors tried to make friends.
 
SonshineTreeCare said:
raises shouldn't be tied directly to the annual performance review
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This makes no sense to me. What better time to give (or not give) a raise then right after you've told them where they stand? "You're doing a good job on this; you really stepped up on that. As a result, I'm giving you a 5% raise" Or the direct inverse of that.
SonshineTreeCare said:
you want someone who is there for the company as a team member
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Absolutely, but... I go to work for the $, not just to be part of the team. I love working as an integral member of a team, but believe me, if I were independently wealthy, I wouldn't be doing tree work. Not many trees growing on my 100' yacht.
 
As others said:
1. Handbook
2. Regular trainings
3. Meetings to set expectations and communicate businesses successes / challenges
4. Two way feedback / reviews - they talk about their strengths and weaknesses as well as the companies.
5. Consistency on policies

If we, the owners & managers, can't provide a good example of leadership, coaching, implementing best practices, then why would the employees do it?


Sent from my iPhone using Tapatalk
 
There is a whole science behind this but attitude is the underlying key to it all. Hire for attitude, train for skills. As a manager it's important to understand what motivates the individuals within your company and be sure that it's there for them. Realize too that somethings while present only eliminate or minimize dissatisfaction, they don't create satisfaction. E.g., wages while the main reason we go to work, good pay will only alleviate dissatisfaction. It's all the soft stuff that create satisfaction, positive work environment where one is challenged and can develop themselves, coworkers get along and function well together, these are the intangibles that make for a more satisfying place to be.

Give them the big picture, understanding the business model. Show them how the tardiness, bad attitude, only working to the level of pay, etc... impacts the bottomline and limits the ability of the company to give raises or bonuses as well as paid vacation, etc... Explain to them that if all they do is equal to what they're paid then how can you justify a raise? Just don't cry poor while splurging on big toys.

Finally, deliver on any promise or threat. If you said they'd get a raise be sure to make it happen. Whatever consequences are stated for non-compliance to policies then be sure to deliver on them. Once you don't you've lost.
 
treehumper said:
There is a whole science behind this but attitude is the underlying key to it all. Hire for attitude, train for skills. As a manager it's important to understand what motivates the individuals within your company and be sure that it's there for them. Realize too that somethings while present only eliminate or minimize dissatisfaction, they don't create satisfaction. E.g., wages while the main reason we go to work, good pay will only alleviate dissatisfaction. It's all the soft stuff that create satisfaction, positive work environment where one is challenged and can develop themselves, coworkers get along and function well together, these are the intangibles that make for a more satisfying place to be.

Give them the big picture, understanding the business model. Show them how the tardiness, bad attitude, only working to the level of pay, etc... impacts the bottomline and limits the ability of the company to give raises or bonuses as well as paid vacation, etc... Explain to them that if all they do is equal to what they're paid then how can you justify a raise? Just don't cry poor while splurging on big toys.

Finally, deliver on any promise or threat. If you said they'd get a raise be sure to make it happen. Whatever consequences are stated for non-compliance to policies then be sure to deliver on them. Once you don't you've lost.
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Super feedback-to me, this is right on.
Treehumper......spot on. There are (or is one for sure-he's probably lurking) that gets it. I'm pretty sure I've stuck to any promise I've made.
Attitude totally is everything.We're a small outfit and I'm trying my best to make sure everyone stays fed and has a place to come that appreciates all their hard work. It sucks not being able to be on a large majority of jobs since I've got to handle all the sales and every other thing related to the business.
I have discussed the above mentioned; "the big picture, understanding the business model ". It just seems like one tainted seed wants 'big company' stuff (perfect organization, every possible piece of equipment and more) I can't make all those things come true at the drop of a hat......working on it.
No toys for me or time off. I think I'm more than fair and pretty generous. I barely even give grief when jobs go longer than they should. I'm just trying to train these guys to be great tree people.
 
treehead32 said:
Sounds like you should put up an ad for new climbers and start interviewing ones. Then have them on the jobsite. If you have addressed the issues and nothing is changing...time to find new employees. If the current employees care, then it should light a fire under them to improve.

We pay our guys well and the only way we can afford raises or paid time off is by being efficient and doing whats expected. If someone told me they wouldn't do something because it is above their pay grade, then I would replace them. Small businesses require teamwork. If the groundsman busted his ass and still has brush to be cleaned up when the climber is on the ground..they help clean up.

Curious to know what is "above their pay grade."

Handbook would definitely help the days off. Go over it this weekend, set some basics. Meet on Monday and have everyone sign off. If you are losing money because of it, address it immediately.
Click to expand...

Lots of good points here.
I can agree on trying to get some new blood in the door-hard around here. That makes it worse for me; not dumping someone when I really should.
"Above pay grade"......blows my mind ! Since I was 18, there was nothing I couldn't do. I wanted to do everything all the time! Total tree whore. If I didn't have to do all the sales calls etc, it would be unfair because I always want to be the one climbing. My 'special guy' said, ' not paid enough to climb everyday/big trees'- (pruning). He has not shown to have the ability to be an efficient removal guy at all. He thinks he works too hard. I guess that's between all the smoke breaks....?

Handbook. Handbook. Handbook.....:muyenojado:
 
frashdog said:
When ever I did this. I would explain the review and make them review them selves. Everyone gave them selves way lower reviews then I would ever had. They felt guilty and wanted room for improvement. Other supervisors tried to make friends.
Click to expand...

Another problem of mine............being to 'friendly'.
 
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