Recognizing Mistakes Can Positively Impact Employee Performance

Employees make mistakes from time to time. Perhaps they don’t clearly understand what you want them to do.  Maybe they didn’t thoroughly consider all the information or potential results before making a decision. When mistakes occur, it’s your managerial duty to decide how to handle the situation. You need to take steps that involve the employee’s input for finding a solution and creating lasting change in their behavior.

Follow these suggestions to effectively talk about employee mistakes and improve performance.

Ask Questions

Come up with questions aimed at changing future behavior. For instance, “If we did this project again, what could we do differently to change the results?” Or, “How could I have better supported you and your team?” Ask the employee to get back with you the next day with their thoughts. This encourages them to focus on finding solutions rather than a new job.

Provide Feedback 

Give the employee feedback about the problem. They may need more information about a situation in order to change their behavior. Use “I” statements rather than “you” statements. For instance, instead of saying, “Can I give you some feedback?” say, “Here’s my reaction.” Rather than suggesting, “Here’s what you should do,” try, “Here’s what I would do.” Instead of saying, “You should do X” when asked for advice, respond with, “What do you feel you’re struggling with, and what have you done before that worked in a similar situation?”

Use the 8D Model

For a higher-level mistake, implement the 8D Model to modify employee behavior. The D stands for discipline, meaning an area of study or influence. This model encourages the team to understand the problem and provide an answer. Begin by planning the time, people, and resources required to resolve the issue. Choose individuals with diverse skill sets and product/process knowledge. Define the who, what, where, when, why, and how of the problem. Create and implement a temporary solution to contain the issue. Use tools such as cause-and-effect diagrams to determine the root causes of the problem. Create a permanent, systemic solution that addresses the root cause. Implement the corrective actions, then verify their effectiveness. Focus on areas of the solution that need work, then modify practices, procedures, and management and operation systems to address potential issues in the future. Recognize your team’s efforts in solving the problem.

Improve Employee Performance

Your employees won’t change their ways if you simply tell them what they’re doing is wrong. You need to ask questions, provide feedback, or use another effective method to enhance employee behavior and bring about lasting change.

When you need to hire top accounting and finance professionals in Rolling Meadows, turn to Casey Accounting & Finance Resources. We match you with candidates who have the skills and experience needed to solve problems. Get in touch with us today.

How to Ensure You’re Hiring a Diverse Talent Pool

Having a diverse accounting and finance team increases your company’s innovation. Cultivating different perspectives and backgrounds contributes to more creative ideas that effectively solve problems. This leads to better individual, team, and company performance. Building your group of qualified professionals regardless of their gender, background, race, religion, sexual orientation, or other personal characteristics, provides you increased access to top professionals needed to keep your company moving forward.

Here are five ways to include diversity in your candidate pool.

Revisit Your Job Postings

Rewrite your job ads to include language that speaks to a larger range of candidates. Certain words tend to discourage different types of candidates from applying. For instance, ads with words such as “ambitious,” “assertive,” and “self-reliant” tend to attract more male applicants. Ads with words such as “committed,” “interpersonal,” and “responsible” tend to attract more female applicants. By eliminating such gender-coded words, you can reduce the bias in your job ads. This includes using neutral job titles and descriptive language that includes both male- and female-coded descriptors.

Target Your Sourcing

Source candidates from diverse places they tend to hang out. For instance, if you’re looking for high caliber female finance candidates, this may include online and offline groups dedicated to women in finance. If you seek veterans, LGBTIQ people, or people with autism or disabilities, advertise your jobs in forums they may visit or magazines they may read. Niche job boards such as Diversity Working, Hire Autism, Hire Purpose, Recruit Disability, and 70 Million Jobs are options as well.

Request Employee Referrals

Ask your diverse employees to refer people they know. They should have networks of people with backgrounds similar to theirs. Encourage your team members to share job postings with their connections. Provide tools to promote company culture. Show that you value teammates’ ideas and input.

Provide Targeted Internships

Offer internships to people with a specific background. Reach out to local schools and community groups to form connections with students—team up with established programs that encourage growth. Internships provide work experience and immersion in company culture for potential new hires. Seeing firsthand what your company is like encourages diverse candidates to join your team.

Refocus Your Screening Process

Reconsider the traits to look for in candidates. Think about which skills, experience, and qualifications are most important for the role. Make sure they’re not favoring one group of people with similar backgrounds over other groups. Evaluate your interview questions and testing process. Determine whether the results are being steered toward specific types of people more than others. Include a diverse range of peers in conducting these evaluations. Change your methods as needed.

Diversify Your Talent Pool

Focusing on diversity among candidates increases engagement, productivity, and team performance. You gain access to a broader range of skills and experience needed to solve problems and drive innovation.

Find diverse talent by partnering with Casey Accounting & Finance Resources. We provide the experienced candidates needed to help bring your business to the next level. Get started with us today.

Applying Lessons Learned From the 2008 Recession as we Lead Employees Through COVID-19 and Beyond

Five months into the pandemic and we have seen many changes and shifts. Our businesses and employees are experiencing disruption, panic, and unpredictability as we adjust to this new and ever-changing landscape. As leaders and managers, we are probably experiencing most, if not all, of these same feelings. How can we be present to the emotions while keeping our employees motivated and meeting productivity goals with so much uncertainty?

Lessons Learned

This isn’t the first pandemic or recession and it won’t be the last. We do know that there is always a recovery. In a 1948 speech by Winston Churchill, this multi-dimensional leader paraphrased a previous statement from philosopher George Santayana. Churchill said, “Those who cannot learn from history are doomed to repeat it.” This article isn’t about doom and gloom, but it is a compilation of what strong leaders did right during a crisis.

Julie Bawden-Davis, a writer, author and speaker, offers these suggestions for today’s company leaders:

  1. Trust Your Instincts – While this pandemic wasn’t in the game plan, seasoned leaders can draw on past experiences and rely on their instincts to lead.
  2. Exude Calm – Bring order and structure to an otherwise out-of-control situation.
  3. Reassure Your Employees and Give Them Hope – Instill hope and be realistic to reassure employees and keep them focused.
  4. Focus on the Future or Resurrect Projects on the Back Burner – Restore projects on the back burner and/or strategize future projects, if possible. Review and revise company goals set at the beginning of the year and alter them as necessary to still achieve them.
  5. Face Reality and Be Transparent – Every business has been impacted by COVID-19. Keep employees plugged in by keeping communication lines open, providing regular status updates and sharing impacts to the organization as soon as you are certain those impacts will affect the employees.

Rick Bisio, an author and franchise coach, expressed these opinions in a recent Entrepreneur magazine article based on the lessons learned from the recession that spanned December 2007 to June 2009:

  1. Strengthen Your Operating Systems – A key factor for businesses that survived the recession is they had a strong operating system and the right people in place who understood the financials and goals and could effectively implement them.
  2. Always Be Prepared – Never get complacent and fail to think about the future. Always be prepared for what’s coming next, anticipate your next moves, and have a contingency plan. Read or reread Spencer Johnson’s Who Moved My Cheese for a great example of how to anticipate and react to change.
  3. Seize the Opportunity – Strong leaders look at situations as opportunities. Maybe there is less competition or more available employees. Position yourselves for greater success in the future.

To summarize, engaging in open conversations, setting clear expectations, and helping people cope with uncertainty will help your employees better orient through the crisis and regain some sense of control. These lessons and suggestions work particularly well if employee engagement was already high before the pandemic and employees feel their need for wellbeing is respected by their company. If not, review your employee engagement programs to see what you can implement right now.

Rick Bisio sums it up the best. “We don’t know everything about the future except it will be different, but it will also improve.”