How to Verbally Communicate Dissatisfaction Issues to Management
Employeeretentionis a hot button item for businesses. For the employer, replacing existing employees is costly and time-consuming. They lose valuable productivity when they need to continually train new employees and hiring and recruiting can be expensive.
From the employee’s perspective; no one likes job-hunting or the feeling of instability that comes from bouncing from one job to the next. Companies realize that the best way to improve employee retention is to address issues of job dissatisfaction before they become deal breakers and cause good employees to leave. To achieve this goal, many companies have an open door policy for employees who wish to air their concerns. The key to successfully communicating dissatisfaction issues to management is not finding the opportunity to do it. It is going about it in the right way.
Pick your battles
No one is 100 percent happy with their job 100 percent of the time. Employees who complain constantly quickly develop a reputation and, like the boy who cried wolf, may not be taken seriously when they do have a legitimate grievance. Issues that, if not resolved, would lead to an unsafe or extremely negative work environment and those that would cause you to quit if not corrected should be communicated to management.
Follow the chain of command
Companies generally have protocols for addressing grievances. In many cases, an employee is expected to discuss the issue with their direct supervisor prior to escalating it to a higher authority. Failure to follow the appropriate protocol can lead to a rift in the employee/supervisor relationship as no one wants to feel that their position has been disrespected. If the issue is with the immediate supervisor, it is usually brought to their immediate supervisor or a member of the human resources team. Do not discuss the issue with subordinates or co-workers. This type of behavior can be construed as gossip and may make the problem seem less important. Managing your reputation within the company is the key to having your concerns taken seriously.
Prepare for the meeting
It is always best to schedule an appointment with management to discuss your concerns. Meeting at a prearranged time ensures that you will have their full attention and demonstrates professionalism on your part. This also provides time to plan the delivery. Pertinent facts like timelines, people involved, and steps that you took to correct the issue prior to escalating it to management are very important. It may be best to jot them down. Friends and family members outside the workplace may make good sounding boards to practice your delivery.
During the meeting
Be professional and above board during the meeting. Provide any relevant background information and introduce the issue in a factual manner. Avoid making assumptions, finger pointing, and name calling. Simply state the facts as they occurred and the story will tell itself. Staying calm may seem impossible in some cases, but it is absolutely necessary. Communication is comprised of delivery and reception and emotions can build a barrier between the two.
Engage inlisteningand do not interrupt when it is not your turn to speak. Don’t spend the time when the other person is talking formulating your response or you may miss important information. Some grievances develop from a lack of understanding of a process or policy. That clarification may be given during the meeting.
Be prepared to receive an answer that is not to your liking. Some grievances will simply be acknowledged without further action. This may happen when the dissatisfaction is the result of an organizational change or decision. When this is the case, it is best to thank management for the clarification and begin weighing the personal decision to stay or move on.
Finally, provide a verbal summary and recap of the meeting. This will allow you to confirm what was said and clarify any next steps or further action that you or the manager has committed to taking.
After the meeting
Complete any follow steps that were agreed upon and keep the events of the meeting confidential. Most issues of dissatisfaction are not resolved with a single meeting and management will be watching how you handle the process. Remaining transparent and professional during this stage gives further credence to your concerns.
