How to Spot and Mitigate Employee Discontent

Every good employer wants to have a workplace where employees feel content and satisfied. While the reality is that it
is not going to possible to please everyone all of the time, you may be able to spot discontent and take steps to mitigate
it before you lose good employees. By taking a proactive approach to spotting and mitigating discontent, you may
improve satisfaction, thereby lowering your turnover rate and possibly increasing productivity.

Signs that an employee may be discontent include:

 Slips in work performance - Failing to meet deadlines, or meeting deadlines with sub-par work on a regular
basis shows that an employee is less committed, especially if you know them to be capable of better
performance
 Disinterest in attending company events- Coupled with lower productivity, employees that illustrate less
interest or care for their work activities or their organization’s overall mission are likely disengaged.
 Distancing from peers, even as it pertains to social situations
 Bad moods or behavioral changes - A once happy employee that slips into a persistent negative attitude
might be having a bout personal trouble, or they might be disengaged.
 Coming in late or leaving early- An employee who exhibits a pattern of tardiness or absences is most likely
disengaged, indicating a decreased motivation to get tasks completed. Or, they could be looking for a new
job.
 Complaints/Disagreeing with management or creating friction - Complaints in any form should all be taken
seriously and addressed. If they are taking the time to express their discontent by complaining, they are
venting their dissatisfaction and creating a negative environment that’s only going to get worse.
 Gossiping about peers or managers

1. Develop a plan.

Draft a plan spelling out what you want your employees to accomplish. An entrepreneur must know where the
company is headed and to be able to put this in writing. Developing an effective business plan can save time and
money. Having one is vital for a company's success.

2. Communicate effectively.

The next step is to share this plan with project managers and employees. Let everyone know what they need to do.
Don't leave all the explaining to project managers. Interact with employees to be certain that everyone is on the same
page.

3. Listen.

Pay attention to what employees have to say. Don’t assume you have all the answers. Encourage workers to ask
questions and then listen carefully to what they're saying. Don’t be afraid to admit that you may have been wrong in
some cases. Refrain from arguing with those who disagree with you.

4. Admit your mistakes.

Some entrepreneurs think they know everything and that their employees don’t have the expertise to meaningfully
contribute to the company's goals. The fact is you will not always be right all the time. Employees like to work for
those who are fair and honest and willing to admit when they're wrong.

5. Don’t show favoritism.

A sure way to create resentment is to treat certain staffers better than others. Each employee should be treated fairly
and granted the same opportunities as everyone else at the organization. Do this so as to not awaken jealousy among
staffers.

6. Compliment employees.

Praise staffers who do a good job. Don’t assume that any worker is beyond hearing some encouragement and don’t
take anyone for granted. A simple thank you or a pat on the back is a great way to let workers feel appreciated and
that their accomplishments are being noticed.

7. Reduce any potential conflicts.

Things will not always go smoothly. When a potential problem starts to emerge among your staff, try to find a
solution immediately. Do not let potential conflicts drag on from week to week. Use your problem-solving skills to
prevent arguments. Be open minded and willing to see where the other person is coming from.

8. Offer incentives.

Some jobs at a company can be repetitious, which can lead to boredom among employees. Train staffers to do
multiple tasks so as to reduce boredom and offer incentive programs so that employees can earn extra money for
hard work. Always reward people for extra work.

Help your employees become their best. Define a plan for everyone from entry-level to supervisors, managers,
directors and vice presidents to advance their careers. Map the goals of your employees with the goals of your
company. Clear a path and provide resources for future growth and advancement. Without an inspiring journey in
view, employees at all levels begin to feel rudderless.

A Cicero study in 2015 found that employees self-reported that their own drivers of great work were:

Source: Cicero 2015 research: Employee performance: What causes great work?
Spontaneously praise people – this is highly effective. To many employees, receiving sincere thanks is
more important than receiving something tangible. Employees enjoy recognition through personal, written,
electronic and public praise from those they respect at work, given in a timely, specific and sincere way.
This day-to-day recognition is the most important because it gives individuals and teams at all levels the
immediate opportunity to recognize good work by other employees and teams. It also enables them to be
recognized on the spot for their own good work, setting an example to other employees of desired
behavior that aligns with organizational objectives. This is powerful reinforcement of desired behavior, and
is the principle of social proof in action, a term pioneered by social psychology professor Robert Cialdini.

Advantages of Providing an Employee Service Award

Employers will want to consider offering a service award to recognize and celebrate the
longevity of an employee for the following reasons.

 The service award should be the only bonus or compensation component that
recognizes the length of time that an employee has worked for your organization.
Length of service is generally only recognized in public sector jobs, and in the public
and private sector in union-represented jobs. Employers may informally recognize
longer term employees because of their higher salaries due to annual increases over a
period of time. But, in a future that is driven by individual compensation based on
contribution, merit pay will rule the day.
 A service award recognizes that an employee has served an appreciated period of time
in your organization. The service award allows the employer to thank the employee for
his or her service. Consequently, you see employers recognizing a year of service with
an award. Then, service awards recognize, depending on the organization, three years,
five years, ten years, fifteen years and so forth with increasingly valuable presents and
awards. Some organizations accompany a service award with a plaque, a written
recognition letter, and additional paid time off.
 Historically, a service award was a celebration for the company, too. The service award
acknowledged that it had successfully retained employees for a long period of time.
This demonstrated that the company was a good place to work and deserving of
employee loyalty and longevity. This served as a positive reputation for recruiting new
employees.
 A service award is a way to acknowledge your solid performers who might not be
earning the top bonus, or a spot award, or recognition for a knock-your-socks-off
organizational accomplishment. For your top performers, the service award is just one
more way to say thank you for your continued astonishing performance.
 A service award, as a form of recognition, originated during a time period when
organizations and society venerated older people in their culture, perhaps more so than
is done today. So, a service award lives out an older tradition from a slower time when
wisdom, knowledge, and experience may have been honored and esteemed more
publicly. This doesn't seem like such a bad tradition, even today: to honor and esteem
experienced employees for their knowledge and continuing contribution.
 Think about a service award as a way to acknowledge service, as a symbol of
continuity and organizational memory. A publicly-given service award allows the telling
 of company stories and a walk for employees down a memory lane that they may or
may not share.
The service award ceremony is an opportunity for company members to reminisce
about the organization's history and founding. It is an opportunity to enculturate newer
employees with the legends and stories that have made the company what it is today.
In some organizations, such as the US Army, Marines, and Navy, a military enlisted
person receives a service stripe called a hash mark for each period of time served. The
hash mark is worn on dress uniforms as a celebration and acknowledgment of service.
 By virtue of their long service, these employees who receive a service award are
generally positive about working for your organization. They contribute to your
organization's positive culture and environment, so it makes sense to recognize them
and their continuing contribution.

Cliques at work: Reasons and how to deal with this behavior

When you see your employees breaking off in clumps, it’s likely they’re drawn to each
other based on a common interest, work style, work location or personality. But what
happens when those clumps turn into cliques at work?

Let’s be clear: People tend to gravitate to others who understand them and where they
feel safe. This isn’t a bad thing. Lifetime friendships can be born out of workplace
relationships.

Not everyone wants to be included in a big group, go out to lunch or join the company
bowling team. But they do want to connect. And sometimes a smaller group is where
they’re comfortable.

So, what’s the difference between a comfortable group and something less desirable?

Ask yourself this: Do these groups make others feel alienated or excluded?

Why cliques at work form

At the core, cliques at work take shape when people don’t feel safe.

Sometimes it’s a common mistrust of management. Do they fear downsizing, or do they

not understand changes taking place? Is their work being questioned?

Cliques at work can be a means of self-preservation.

Employees have a group of people that supports them and validates their perceptions.
They provide the safety that people need when they’re feeling vulnerable.

Take, for example, a group of people that continuously gets overlooked for their work.
Although they contribute to the product, a supervisor neglects to include them when
handing out praise.
Or, it’s a cringe-worthy afterthought: “Oh, yeah, and that group, too. Thanks.”

In this case, like-minded people who feel their work is being dismissed will quickly form a
group, typically creating a stronghold based on their feelings of being mistreated or
neglected.

They get together to talk about the situation and all of them relate to one another.

How they affect office morale and productivity

When one part of a team is praised, but not the other, it can create a perception of value:
One team is encouraged, the other devalued.

What does that look like in terms of employee productivity?

You’re probably going to continue getting great work from the team that gets praised,
while the others band together into a disgruntled mass. They may begin to show
disinterest and indifference in their work and the company.

On the other hand, those who are getting praised may also form their own clique.

It’s one of success and respect. They’re the “popular kids” from high school. They want to
be defined by greatness and success, and not associated with those grumpy
underachievers.

People start to align themselves with various groups – whether it’s a matter of comfort or
to align themselves with the cool kids.

Sometimes an employee can be guilty by association if they’re part of a group – based on

personality, work location or common interest – that is perceived as cliquish.

It becomes an issue for them: Do they stay in the group and risk being ostracized? Do
they find another group? And will that group be a good fit? Or do they go it alone?

To newcomers, cliques can be a company culture killer.

Think about new employees who come into your company; they’re just looking for a place
to fit in. When they see groups of people breaking off for lunch, work collaboration or
seemingly secret meetings, they wonder how they become a part of it all.

And which crowd is the right crowd?

Warning signs of cliques

When people start talking about cliques at work, it usually takes on a dark meaning –
somebody is being excluded and feels they can’t break into the secret society.
You hear words such as cliquish, excluded, alienated, uncomfortable, secrets.

You might see groups of people sequester themselves from others. They slink off into
corners for discussions and suddenly everyone else thinks they’re talking about them.

And you’re left wondering if your good employees have gone bad.

It’s time to take action. But the action you take may not start with the clique members.

Consider the possibility that the group formed because of something you’re doing – or not
doing.

What you can do about cliques in the workplace

Leaders need to walk the talk when it comes to breaking down barriers in the workplace.

For instance, you may not realize that cliques aren’t exclusive to the staff.

Middle managers or even upper management can create force fields around themselves,
cutting them off from the rest of the company, leading to feelings of uncertainty.

To build an atmosphere of safety and bring down the walls of distrust, focus on
understanding, value and respect. And it’s up to managers and leaders to set the tone.

1. Set expectations
To get this right, the respect has to start at the top. Model the behaviors and the
atmosphere that you expect from your staff.

 If you want an open dialogue with your team, you have to be willing to listen.
 If you want inclusion, you have to be inclusive.
 If you want trust, you need to provide transparency.

2. Be willing to listen
If you say you want your employees’ input – you have to accept it.

Don’t meet their inquiries with defensiveness.

Respect their opinion, whether you agree or not. If you’re open to employees making a
case for something, show them how it’s done. If you set the tone, your team should follow
your lead.

And if they don’t, that’s where coaching employees comes in.

3. Practice your core values

Your company should have a list of values that dictates how you treat each other and your
customers.
They should be available for all to see. If needed, post them. Then, put them into practice.
You could take one a month and focus on it across the company.

For example, if community involvement is important, plan a group workday at a nonprofit

organization. Coming together for a common cause breaks down all kinds of barriers.

4. Recognize your team members’ value

Have respect for the individual and show appreciation for what they offer. Equip your team
to share a common vision. Then everyone uniquely adds their own value to the mission.

For instance, do you have a steady Eddie on the team who doesn’t make waves and
performs day in and day out? He may not get kudos for a dynamite innovation, but Eddie
plays a significant role and should be rewarded for it.

Oftentimes, we spend most of our time praising the superstars and guiding the
troublemakers. Make sure those who carry the water on a regular basis know how much
you appreciate them.

5. Create opportunities, but don’t force it

Being inclusive can start with you. One thing to be careful of is insisting on participation in
activities.

A team lunch or after-hours event?

Great, except if someone is on a special diet, watching their budget or isn’t a social
butterfly. Extend the invitation, but don’t make it feel mandatory. It’s supposed to be easy
and inclusive.

And even if they always say no, don’t stop asking.

It’s not too late for a change

The key to a lasting relationship, according to Dale Carnegie, is to “become genuinely
interested in other people.”

If your company culture has gotten away from you and your workforce has gone deep into
cliques, it’s not too late to hit the reset button.

Warning: It may take some humility on your part. Let your team know you made a mistake
by not providing enough information on the type of team, company and culture you want.

Don’t be surprised if you’re met with dubious looks among the staff that, if they were to
speak up would likely say, “Oh, we’re doing this again, huh?”

When you make this mea culpa, you had better follow through. It’s incumbent upon you to
get the feedback loop going – because your staff doesn’t yet trust that it’s really
happening.
If you don’t practice your company values, they’re just words without action. Take action
and find out how great an inclusive, trusting, safe workplace can be.

Taking time to build a positive environment can help increase employee engagement and
productivity. For more on getting the best from your team, download our free e-book, How
to develop a top-notch workforce that will accelerate your business.

Teamwork Training: How to Get Your Employees to Work Better Together

It’s a given – not everyone on your team is going to have the same work style. One person
may like to talk things out while another prefers to create a checklist alone. Half the team
wants a quick decision, while the other half needs time to consider all their options first.

Good, bad or neutral, these behavior styles shape how your employees see the world,
communicate with each other and prioritize activities. In the office, the inherent friction of
people with a room of differing behaviors can produce significant problems, including
missed deadlines, lack of team cohesion and hurt feelings.

So, how can you truly get your team to work together harmoniously? How can you help
everyone get in sync?

It starts with gaining a better understanding of yourself and others – for you and your
employees to learn each other’s preferred way of working and communicating.

DISC: An assessment tool that can help your team get in step

DISC is a popular, time-tested behavioral analysis method that helps leaders and
employees understand their own and other people’s default behaviors and preferred work
styles. Created in the 1920s, DISC came into popular use in the business world in the
1970s. Teams members who have taken the DISC assessment and training experience:

 Better self-awareness
 Improved productivity
 Decreased conflict