When a manager shouldn’t say ‘Good job!’
And other pitfalls to avoid
The role of a workplace supervisor can be daunting. Interviewing job candidates, enforcing policies, conducting performance reviews, and addressing concerns are just a few duties that come with the title.
Yet many supervisors enter the role with little experience — and may show this during conversations with employees and job applicants. While managers likely want to do a good job, that doesn’t mean they automatically know how to deal with the varied situations that arise.
Ignoring this lack of expertise can be costly. When a supervisor stumbles, morale suffers, turnover can increase, and lawsuits may emerge. It’s not only the supervisor who shoulders the burden of mistakes; a company pays to recruit and train new workers and can be held liable for lawsuits. Knowing what not to say Training can help supervisors understand how to address a number of issues, from discrimination and harassment to accommodations, pay, and hiring. When it comes to handling sensitive situations, employee relations training can be especially valuable.
It’s important that supervisors learn to communicate effectively when dealing with employees and applicants. To this end, they should understand why phrases like those below need to be avoided at all costs.
“We are really looking for someone younger.”
Workers over the age of 40 are protected by the Age Discrimination in Employment Act, and a manager who tells an applicant that the company is looking for “young,” “fresh,” or “energetic” workers is risking a lawsuit.
A restaurant chain learned this lesson when more than 135 applicants testified that managers had asked them their age during interviews or made age-related remarks. Some managers commented that the company hired young people, or that they were looking for someone younger. The U.S. Equal Employment Opportunity Commission brought an age discrimination lawsuit, which cost the company $2.85 million.
It’s fine to ask whether someone is over the age of 18 if that’s a requirement for the job, but asking someone’s age or hinting that younger workers are preferred could raise a discrimination claim. “You’ll just have to deal with it.” When an employee asks for a change in working conditions, whether it’s for a new chair, a shift adjustment, time off, or a dress code modification, a manager shouldn’t automatically brush the request aside. It could be an indication of a need for a reasonable accommodation under anti-discrimination laws, or for time off under the Family and Medical Leave Act (FMLA).
A better response is, “What can we do to help?” and to call human resources if there are questions.
“That’s just Joe being Joe.”
An employee’s concerns about comments made by a coworker need to be taken seriously.
Whether it’s an off-color joke, foul language, or a series of inappropriate comments, ignoring abusive language erodes the work atmosphere and could lead to a lawsuit. In one case, a court ruled that a charge of harassment could be built on a single racial slur that was followed by the threat of termination.
Because inappropriate language could be considered
severe enough to create a hostile work environment, supervisors should know how to address these incidents and should also know when it’s time to bring HR into the conversation. “Good job!” Supervisors shouldn’t hesitate to give compliments when they’re deserved. However, giving employees high marks on performance reviews when improvement is needed can give rise to a lawsuit if the employee is terminated.
For example, an employee who takes time off that’s protected by the FMLA and is let go after returning from leave could have reason to believe the firing was motivated by the
FMLA leave if performance reviews don’t mention any issues.
Supervisors should be trained to document the facts if an employee is performing below expectations and should include relevant information in performance reviews.