Are Employees Controlling Their Own Job Descriptions?

The following true story is a “Series of Unfortunate Events” (with apologies to Lemony Snicket).

The owner of a client-intensive business hired a contract employee to solicit and manage specific accounts part-time. The contractor worked mostly from home and was productive. Seizing the opportunity, the owner, with little consultation with her partners, brought the contractor on as a part-time employee. There was no conversation about his goals and objectives, or his role in the company.

As business grew, she assigned more hours to the part-timer at the expense of the full time staff. Meanwhile, the part-timer was creating the job himself. He relocated far from the main office and the client. He ventured into other business areas, while not relinquishing what he already had. He asked for more money, yet cut back on his hours. Considerable drama accompanied almost every internal interaction. The employee was becoming a drag on the overall business, but the partners were stuck: the owner had a personal investment in him, and he possessed information and client relationships the company couldn’t afford to lose. Morale is in the tank. Turnover is an issue.

So many problems, so few words. 

Let’s address one of the most critical problems, lack of clear communication. One can’t state the obvious too often: As a business owner, you must constantly and consistently provide clear communications to your employees. What’s your vision, your strategy? Who knows it? Tell everyone where the company is going, how it will get there and who will take it there. Then set clear, concise expectations for your employees for them to succeed. If an employee doesn’t know what he’s supposed to do for your company, how can he do it? Without clear expectations, employees flounder—or make it up on their own.

How best to do this? On your new hire’s first day, sit down with him and say, “We hired you because you demonstrated success in these critical areas (list them) for our company. Here are the results we expect you to produce for us in these timeframes. Also, we believe that there are a few areas that could use development (again, list them), and here’s how the company will help you.” You’ve now had your first performance conversation with a new hire. You’ve shown you value his talents, articulated what you expect of his job performance, and how the company will help him achieve professional growth. That sends a powerful message. Conduct a similar conversation with your incumbents--now. It’s (almost) never too late for clear communication.