If you are in human resources, an owner/operator, or a manager of some kind, your employees will likely need a performance management conversation at some point. Most companies have a progressive discipline policy, or a process that guides them in addressing performance issues when they arise.
Unfortunately, many companies don’t follow their own policies. This creates an unhealthy kind of “country club atmosphere” where everyone just does what they want, and leadership gives up and hopes for the best. This type of lackadaisical approach leads to high turnover, disgruntled employees, and the company can end up with complaints about a hostile work environment as well. Why? It’s a lack of accountability.
How Does Lack of Accountability Show Up in the Workplace?
When a manager comes to HR to say they want to let an employee go for some reason, the first question HR usually asks is, “Did you document it?” Oftentimes, the manager says no, and HR advises them that they can’t terminate. Now the manager is angry at HR.
This scenario is where HR needs to be strong and hold the manager accountable for failing to do their job. A key part of any manager’s job is to support, train, and redirect their staff when necessary. Had the manager done so in the above example, the conversation may have gone differently or not have happened at all.
We recommend a separate performance conversation with the manager for not managing performance as expected, and then send them to handle the employee they were complaining about and hoping to fire.
Accountability is a Leadership Skill
Being accountable is one of the top desired traits for staff. It is at the top of the list with other professional skills, like integrity, approachability, trustworthiness, etc.
What does it mean to be accountable? It means you do what you say you will do. It also means that you can accept responsibility for yourself and your mistakes, as well as those of your team.
We hear a lot of talk these days about how the younger members of the workforce are lazy, entitled participation trophy holders who can’t do their job to save their lives. That could be true. But, we need to ask ourselves, who is holding them accountable? If the answer is no one, that’s the problem.
When we sweep behaviors under the rug and make do with what we have, we are creating our own monsters.
How to Hold Employees Accountable for Their Performance
Let’s look at an example of how to hold an employee accountable using a performance issue that is universal across all industries: attendance.
Manager: “Bob, you were late 6 times in the last 2 weeks. We need you to be here on time.”
Bob: “That wasn’t my fault. I don’t have a car, and the bus was late. What do you expect me to do?”
First of all, it’s all Bob’s fault. The expectation is to be at work on time, and if we allow the blame game, we are the losers.
We may have to explain to Bob that he needs to take an earlier bus to account for those delays or have an alternative plan for getting to work when the bus is running late.
Maybe we remind him that in the interview, when asked, “Can you be at work on time and consistently?” his answer was “yes.” The expectation starts there, all the way back to the first conversations. We must hold Bob accountable. He said he can do something, and we need to be firm in expecting him to do it.
Creating a Culture of Accountability
A weak labor market makes many companies afraid to enforce their policies. This creates a culture without accountability and, in turn, leads to all kinds of issues.
How do we fix it? Here are 6 simple recommendations:
- Make it clear who is responsible for what.
- Set specific goals, so everyone knows what “done” looks like.
- Check in regularly to see how things are going.
- Use shared tools so everyone can see progress.
- Reward people who follow through—and address issues when they don’t.
- Create a culture where it’s ok to make a mistake, as long as we acknowledge it and fix it.
Once leadership, HR, and management start holding themselves (and others) accountable – with consistency and efficiency – the rest will follow. Let’s leave the victim mentality (and the blaming) at the door.
By: Amy Matthews, SPHR
