Time Off? Or Not?

 

Photo by Toa Heftiba on Unsplash

This week I have had some discussions around paid time off and about hiring/retention. They are interrelated. Most companies offer time off to be competitive in recruitment and retention. However, paid time off is also important for employee health, and it is a good internal control measure for the company. However, let's focus on paid time off as a recruitment and retention tool. Paid time off is especially appreciated by younger employees.

Many employers try to keep track of what other employers are doing in order to stay competitive in the marketplace. Since there are really no rules federally or in Texas for vacation/sick/PTO/holiday time, employers can be fairly creative in designing their programs and have a lot of options for how they structure their paid time off programs.

There are still some companies that have no paid time off or any kind, but most companies have at least some. Here are a couple of questions for consideration:

1. If an employer feels that an employee who takes all of the time allowed under their policy is somehow taking advantage of the employer, then should you be offering that much paid time off?
2. If an employee feels they cannot take the time off permitted under their employer's policy (regardless of the reason), then is your paid time off really an effective retention tool or could it be a source of dissatisfaction?

In asking these questions, I am not talking about unscheduled time off. It is always a problem to have to shuffle schedules without notice, although there is no way to avoid it occasionally. What I am talking about is scheduled time off that does not exceed the amount of time permitted under the policy you made.

Paid time off is a part of an employee's compensation. Just as an employee would feel cheated if you shorted their paycheck, they often feel cheated if you short them on time, whether it is because you express frustration if they ask for time off or they know there is so much work to do that taking the time makes them feel guilty.

Is your time off policy a true reflection of the benefit your company offers or is it a false promise?

Carrots and Sticks

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 I hear many employers complain about the "everybody gets a trophy" mindset of "young people today." Our younger employees (and really, the Millennials many complain about are not that young anymore) want many of the same things we do, they are just more willing to ask for it. Everyone wants to be recognized for doing a good job.

Some of you have probably heard the expression, "The absence of pain is its own reward." In other words, if no one is yelling at you, life is good. You have probably also heard, "What gets measured, gets done." The stick aligns with the first statement. The stick tells an employee the minimum bar. If I go below this, I'll get yelled at. So the goal is to stay above that line. However, the stick doesn't tell me what you really want, just what you don't want.

This brings us to the carrot. We tend to think of the carrot as money, but the carrot is recognition. Yes, money can be a carrot, but truthfully, it isn't the most effective carrot over the long term. The carrot is feedback to show what gets measured, gets done. In other words, I know what you want, so I can give it to you. Carrots allow us to raise performance, not just get it to exceed the minimum required.

We Boomers may have grown up in the era of the stick, but we liked the carrots too and we worked at our best for those who served them to us. Some methods are more effective than others, especially if you are trying to change behaviors or raise performance to higher levels. You need to tell people exactly what they did that you are pleased with and why it's important. If I know what you are happy about, I will likely repeat that behavior again.

Regular servings of carrots will get you more than regular beatings with sticks.

The Feedback Sandwich--No

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Yesterday, I was again in a training event where I was told how great the feedback sandwich is. For those who don't know what a feedback sandwich is, it is a method used to address performance issues with employees that ostensibly saves their feelings and helps performance. Basically, you tell the person something they are doing well, then tell them the thing you would like to see them do better, then end with something they are doing well.

Although there are times when the feedback sandwich may be a useful tool, over time I have become convinced it is a tool for a lazy supervisor.

Look at the hotdogs on the left. I am not a hot dog fan. I don't eat them often, but when I do, I load them up with a lot of other ingredients (more than you see here) so I don't taste the hotdog. That's really what happens with a feedback sandwich. The good things surrounding the area for improvement, which is usually why we are having the conversation to start with, cover up the "meat" of the feedback. Consequently, our employee doesn't get the true flavor of the sandwich.

But you say, "The sandwich helps keep a person from feeling bad and ensures they know I see all of the good things they are doing as well as the bad." In truth, if you have a person that has a lot of angst over negative feedback, they will generally ferret out the negative, regardless of how small, and fret over it anyway. Most other people will focus on the first and last and treat the middle as a minor issue if they hear it at all.

We all want our people to perform at an optimum level. We all want our employees to be motivated. And no one likes to be an ogre. So how do we give feedback correctly?

First, we work hard to create feedback culture. Much of the reason people freak out over negative feedback is because they don't get much feedback at all. The feedback we give them isn't done correctly.

I don't want to make this post too long so I will not go into details on how to deliver feedback; I'll just say we need to give a lot more of it, most of it positive. We look at feedback as a negative thing. Instead, as leaders we should look at feedback as a critical leadership tool. A person cannot improve without feedback. Failing to give frequent feedback, both good and bad, is cheating our employees. We are holding them back from reaching their potential.

Regular, honest feedback, good and bad, helps people grow and to perform better. The more feedback people get, the more they look at feedback as part of the work culture and expect it. If feedback is done properly, it doesn't feel like a personal attack, it feels helpful, because it is.