Helping You Build a Leaderful Organisation®

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Whaddya Expect!                  It's Not My Job!

You Can't Demand That!       This is Harrassment!

Just what are 'normal expectations' of an employee?

It's often difficult for supervisors and their staff to understand what is reasonably and normally asked or expected of them in their work role.

The following article may help you clarify some of the issues.

Related articles:Motivation: A Whistlestop Tour, Tale of Two Managers, Challenging & Changing Team Norms, Behaviour & The Traffic Light Concepts, Why People Don't Do What They're Supposed To Do The GAP Movie, Perils of Punishment, Bullying Report, and Bullying Quiz

Just what are 'normal expectations' of an employee?

If you ask folk what they can normally or reasonably be expected to do in their job, they will usually say that it's most people will answer that they are expected to carry out the tasks and duties listed in their job description.

And while that's PARTLY true... it's not the WHOLE story!

So probe a little further... Check with them whether it's OK for them to carry out these tasks and duties in any way or to any standard they choose... and they will soon agree - perhaps reluctantly - that, yes they are also NORMALLY expected to demonstrate certain competencies AND maintain certain standards in the way they do things (eg follow operating procedures, work within the law, meet certain reporting obligations, maintain certain behavioural standards, demonstrate a certain level of operator efficiency etc).

But don't stop there!

Check with them how long they think they would stay employed if they simply carryied out their tasks and duties, maintained the required standards but failed to produce results needed by their business/their employer? Or if they produced results DIFFERENT to what their employer desired or needed?

This simple questioning process soon uncovers what we call the NORMAL EXPECTATIONS of the job...

Sometimes ONLY the tasks and duties are specified in writing and folk are simply 'expected to know' the rest!

That's a pretty big ask EVEN IF they are aware that they have responsibilities in these areas!

JDF's Change expectations of Performance in the Role DO Change!

For one thing, standards, goals and competency requirements CHANGE over time, from job to job, employer to employer - even boss to boss! The Job Description Form will remain fairly ‘static’ over along time, but Standards, Goals and Competencies change over time, or from work-group to work-group, to reflect a number of things such as:

• the current and anticipated demands and challenges of our business (including competition),
• business plans and priorities,
• customer demands
• work group challenges
• changes we are implementing or experiencing in our business, including changes in technology, changes to staff levels or team composition, changes to processes, systems and procedures;
• the employee’s own needs and plans
• industry benchmarks
• legislative changes (OHS, EEO, Environment etc).

Another problem is that it's often difficult to put standards into clear and simple words or into defined and measurable terms.
Take a common workplace 'standard' - Demonstrate teamwwork - and answer some simple questions an employee is entitled to ask:

• What does this mean where you work?
• How is it defined?
• What's a 'poor' team work?
• What's excellent teamwork?
• And what indicators are used to 'measure' it?

Now ask a colleague to answer the same questions and see how much overlap there is. try this with a few people and you soon realise that it's no wonder there are so many hassles at work when it comes to appraisal time or to other discussions about performance!

Setting Up for Success

Performance and a positive culture depend on each person having a full understanding of their role and what is normally and reasonably expected of them in that role, in their workgroup.

Part of YOUR ROLE in setting up a positive performance culture is orienting staff to their role and communicating these expectations UP FRONT rather than letting them be surprised (or ambushed) later on by hidden expectations you hold for them.

How you describe work expectations and their role can make a BIG difference to their motivation and performance, and to your relationship with them. You need to understand – and help them to understand – the NORMAL EXPECTATIONS OF PERFORMANCE for their position. While a good job description HELPS - you can’t depend on it to do this for you! Because a job description only lists SOME of the normal performance expectations.

Think about this example

The very best JDF I've ever seen goes something like this...

Try saying It's not my job! in that company!
Especially when each person is issued with a wallet card with their name, signature and this statement on one side, and a list of the competencies they are currently paid to utilise on the other.

The list of competencies includes some that ALL employees, from CEO to cleaner, are expected to demonstrate (eg problem solving; two way communication) and others, specific to the person's role (technical competencies). As this list changes, or the employee's role changes, a new card is issued. In addition, in each workspace (including the boardroom), there is a list of Agreed Performance & Behavioural Standards for workgroup members, and each employee has a current performance plan identifying their short and longer term goals and action plans for performance or development. These cover the next 3 to 24months, are updated regularly in team meetings and annually in a one-to-one development meeting with the person's manager, to ensure individuals stay aligned with their team's needs and direction and the business needs and direction.

We Can Help

The Corporate Soul has developed a terrific template, and processes, to help you develop, word & implement 21st Century Workplace Standards for performance and behaviour that everyone can understand and agree to.

We can also help your supervisors and team leaders communicate the normal expectations of performance across workgroup, help individuals see the link between their role and the achievement of the strategic plan, turn performance gaps into goals, and turn problems into plans for action.

You are the person to read this article!
Remember to exercise judgment and discretion in choosing whether, when and how to use any of these concepts and suggestions to inform your consideration of issues.

Nothing in this article constitutes advice for specific matters or issues you may be considering - so please ensure that you source appropriate, professional advice on specific matters you confront.