« ‘Castrating’ a capable employee, by Fragiskos GAITIS
responsible for the Development of the Hellenic Food Authority (EFET)’s laboratories and for the organizing of Official Food Safety Controls for microbiological parameters in Greece.
How many times have you said « I can’t stand it anymore »? How many times have you thought of changing working environment in order to retrieve working tranquility and feeling of satisfaction for your work?
Unfortunately, this is a worldwide phenomenon (see article by Dr. Travis Bradberry for Huffington Post*), found both in public and private sector and is highly associated to the management quality of supervisors and/or employers. The vertical (top-bottom) evaluation which does not give the opportunity to lower hierarchy levels of employment, to evaluate their supervisors, perpetuates management failure thus resulting in lower productivity.
So, finally a capable, conscientious, hard working and ambitious employee, is transformed into a tired, indifferent, « castrated » one.
But what are the basic mistakes for such a transformation?
- Excessive workload
The correctly distributed work to employees on the one hand highlights their capabilities while on the other hand creates a sense of justice among them. Falling into the trap of assigning work to the « best » or the « fastest » is regarded more as a punishment, rather than as recognition. Ultimately this results to a « burned » employee who is looking for a way out, apparently with a sharp drop in productivity.
- No rewarding of the capable employees for their contribution
When there is no reward for continuing efforts, frustration grows and the appetite for improving shrinks. It is wrong to believe that the reward is always just money. Beyond the financial rewards, there are different forms of recognition that can maintain or even increase the performance of a « good » employee. A capable supervisor should know what could create euphoria in his staff.
- Poor connection between supervisor and employee
The relationship between supervisor and employee is fully associated with the supervisor’s knowledge of good management practices and of course the temperament of both. Human approach, diplomacy, compliance agreements and logical work assignments, are key points for proper management, while respect for the person in charge is a key point for productivity.
- Head under the microscope
In order for comments and suggestions being taken into account, the supervisor should be an example to follow, by means of working performance and overall behavior.
- Rewarding the inadequate
The “game” is lost once indifferent or “bad” employees are rewarded in anyway, due to friendship, politics, family relations or other types of relations with the supervisor.
- Capable employees are not helped to develop
A skilled manager must not only allow but also highlight the capabilities of its staff, which in the long term will turn to his favor. Failure to respect priorities and timetables and absence of targeting, creates an explosive mixture with guaranteed confusion.
All of the above along with many other of lesser importance, gradually lead a competent employee to a develop the so called “Burn Out Syndrome”, namely a long-term physical, emotional and mental exhaustion experience, caused by excessive and chronic stress due to concerns about the value of his work, gradually impacting on productivity, depriving the energy and good mood that existed before and giving birth to boredom and feelings that there is nothing else to offer. This topic will be discussed during the RNI’s Innovation Day 2017(6/12/2017) focused on the “Innovation at the frontiers of work and no work ». See : http://rrien.univ-littoral.fr/wp-content/uploads/2017/03/innovatin-day-2017.pdf
* How Complaining Rewires Your Brain For Negativity, 12/26/2016.