R U Bothered by 2 Much Texting @ Work?
By Anne Saita, Vistage Corporate Communications Staff
This is the first in a series on member situations and possible solutions.
A Vistage member in Massachusetts recently suggested Vistage View explore tips for the following workplace situation:
“I suspect many CEOs, like me, grapple with incoming employees that have been connected their entire lives. Between text messaging, instant messaging, Facebook, YouTube, etc., they have always had instant access to their network of friends. No doubt, this carries over into their expectations of access to management too. What are the most common practices for dealing with, managing, and/or curtailing these new hires in the workplace?
I think that most will agree we should focus on performance-based outcomes. Yet, suppose you have an individual that does her job, yet manages to frustrate others through constant cell phone activity, non-work related e-mail, IM and Web browsing? Additionally, how do you maintain the spirit of teamwork when employees can come and go as they please under liberal flex/telecommuting policies?”
From Vistage Speaker Sam Alibrando, Ph.D. of Alibrando Psychological Consulting Inc. in Pasadena, Calif.:
First of all, these behaviors are not only distracting, they also incite envy in those who are not abusing or over-using their rights. They see it as unfair: “Why is Mary allowed to get away with it?” One thing I know about envy is that it causes resentment and lowers morale. In this situation, I recommend that managers express appreciation to those who are not stretching the rules. Giving positive feedback will go a long way to mediate resentment. Additionally, assure them that you will address this situation.
Here are a few things that I would suggest to address the issue: (I believe that change mediation is both structural and process-oriented. Start with structure.)
Structure:
- Clarify and formally communicate the actual telecommuting and personal e-mail policy to everyone so that “fuzzy” rules are not fuzzy.
- Clarify the consequences if the rules are broken.
- Be specific about the rules and the consequence.
- Have the team/employees provide input, whenever possible, into the formation of the rules and consequences (in order to increase compliance and reduce resentment).
- After the rules are defined and communicated, actually enforce them.
- If the rules are liberal, then also give the reasons why you elected to have a more liberal policy (e.g., You trust them or, perhaps, the company values flexibility) and then provide principles on how to navigate a liberal policy (principles of honesty, fairness, make up for the time you take, etc). Monitor this with the group and once again get everyone’s feedback.
Process:
- With the structures in place, the tensions should reduce and morale increase. However, there are always people who will resist and protest. In those cases be quick, clear and non-hostile in challenging the disruptive behavior.
From Vistage member Barbara Kurka, Senior VP and Director of Human Resources at Katz Media Group in New York City:
Being connected is a big issue with the "Millennials" (Generation Y) the latest group to foster a new industry catering to it.
The managers are likely Baby Boomers, or possibly Gen-Xers, who both have different ideas of how to act in the workplace. So it's a clash of cultures, not just behaviors, that a manager is dealing with. The latest generation to enter the workforce is used to life being about them, so it carries over. While a company can't legislate that out of existence, it can have some policies and practices around problem areas. It's still a workplace, and some basic rules should be established. That being said, managers will need to adjust to the new reality of those entering the workforce. Understand that e-communication is a way of life.
Suggestions:
- Establish parameters: Companies and managers have the right to establish office conduct expectations upfront, just as they would performance requirements or policies (see Policy Recommendations below). They have the right to set limits on the amount of electronic communications their staffs have. It also pays to remind staffers in a group meeting, so you’re not singling out anyone while ensuring everyone gets the message.
- As part of the orientation/onboarding process, include a segment on office conduct that includes the use of technology. Many Millennials, especially those fresh out of high school or college, don't know how to act in the workplace.
- Managers need to be coaches, not just bosses, when it comes to office conduct. "Because I said so," is a tough sell, as younger employees are inclined to find a new job when they're unhappy.
- Encourage collaboration: Use the staff itself to come up with a solution, so it's not a "top-down" proclamation. You get more buy-in that way. Give a prize for the most effective solution if it fits the culture. Give praise for those who participate in the solution and its results.
- Treat any complaint seriously and act to resolve any raised issues. Discourage whining.
- Pay careful attention to productivity; if overuse of e-comm is having an impact on job performance (the employee's or others’), it needs to be addressed as a performance issue.
Policy Recommendations:
1. Your electronic policy must be extensive; it should cover all aspects and means of electronic communications. It should state clearly that there’s no right of privacy; also, it should state that any and all communications using company equipment are subject to review by the company.
2. The company policy should allow limited e-mail for personal use, although not for profit or for another business. This deals with the reality of the workplace today.
3. The company can block access to Web sites such as Facebook, MySpace, etc. However, this doesn’t stop employees from using their personal devices.
Do you have an issue that you’d to address to other members, Chairs and speakers and then share with the greater Vistage community? Please send your suggestions to paul.diamond@vistage.com.