Can a Woman do the Job?

I  just received this question on ‘Ask John’

“I have been interviewing for a male dominated position in grocery sales. The question keeps coming up of how would I motivate and relate to the male team. (Such as an overnight stock crew and sales team.) My question is how would you suggest building this team differently than any other?”

It is disappointing and discouraging that we are still talking about male dominated positions in this day and age. It is even more disappointing that we are talking about a person’s gender as opposed to their ability to perform the job. I won’t even go into the legal and HR ramifications of this! I would first ask if you are sure you want to work for this organization? If so, then you need to focus on your strengths, not your gender.

The company wants to know what you will do for them. You need to focus on increased and improved performance and productivity. These will increase profits which is what a company looks to achieve.

You need to explain to them how you will integrate the team building with real-time work goals, by establishing a systematic workplace integration and follow-up process.

By our psychological make-up men and women respond differently to the team building process. Not always but typically, men tend to be more competitive than women, or at least they show it more readily. Explain how you can use that competitive nature to your advantage. Which team will stock the shelves faster, unload the truck faster, and have fewest mistakes or no accidents. This is the type of team building that I think would be effective.

You need to discuss how motivating and relating to the team, any team, is about creating an environment in which people have an impact on decisions and actions that affect their jobs. By getting the team’s buy in, asking for their opinions, will increase participation and as a result should improve performance.

I would explain how fostering teamwork is creating a work culture that values collaboration. In a teamwork environment, people understand and believe that thinking, planning, decisions and actions are better when done cooperatively. People recognize, and even assimilate the belief that “none of us is as good as all of us.”

What do you bring to the table? What are your skills and strengths? Focus on your past accomplishments. Explain how you have mentored, motivated and related to past groups of people.

Explain how you will use the team itself to model the behavior you expect from the team.

You should avoid discussions about gender and focus on goals, expectations and performance.

For you to remain positive there are a couple of things that you should keep in mind. The following is from “Chipping Away at the Glass Ceiling” by Dawn Rosenberg McKay: In 1999, Carly Fiorina became President and CEO of Hewlett-Packard Company. In 1997 New York City’s famous Plaza Hotel hired its first female doorman (or doorperson). During the same year, the NBA announced that they had hired their first female referees. These stories are only the fairly recent of many “firsts” for women. The following information was found in the ABC-CLIO Companion to Women in the Workplaceby Dorothy Schneider and Carl F. Schneider (ABC-CLIO, Inc., 1993): in 1881, Louise Blanchard Bethune, the first female professional architect, set up practice in Buffalo, New York. In 1903 Mignon Nicholson became the first woman veterinarian. In 1910 the first woman police officer was appointed under civil service regulations in Los Angeles. Just think — so many years later we are still talking about women breaking ground by taking non-traditional jobs.

So you see, you can do this!

You need to stay positive and have a detailed plan drawn out as to how you will improve the efficiency of the team as a whole. You need to have a sense of humor and perhaps be a bit more assertive. If they ask you again how you would relate to the male team you might tell them that your focus is on performance and productivity, and that you won’t hold it against them that they happen to be men!

Remember there are a lot of bee’s in the hive but only one Queen!

Performance Evaluation

“We need to discuss your performance.”

These words often bring discomfort to managers at every level.

However, when conducted well, performance discussions create stronger working relationships, highlight priorities, and identify developmental needs of individuals to meet either short-term or long-term goals.

There is always a great deal of conversation and debate around performance evaluations and the employee appraisal process. What is the real purpose? Does it serve a purpose? What does anyone get out of them? Why should we even bother to waste our time?

If a supervisor or the leadership team sees no value in the performance evaluation process then either

  • They don’t understand the process
  • They don’t know how to effectively conduct the process
  • They shouldn’t be part of the leadership team.

Employee appraisals are critical and crucial for the growth and development of not only the employee but for the company as well. The evaluation should really consist of three parts:

  • A recap of areas where the associate performed well
  • A recap of areas where the associate fell short of expectations
  • A clear and concise roadmap and plan for success.

First please note that for the first two above I used the word recap. If the supervisor has been doing their job all along it is just a recap. It should be nothing the associate hasn’t heard before. It’s called feedback folks and I addressed this in a previous post about Employee Engagement.

The United States Department of Agriculture has a policy that reads “A formal appraisal may not be given unless a performance plan (elements and standards) was established and communicated to the employee and the employee has served under this plan for 90 days or more.” This is something that I think all companies should follow and that unfortunately most companies fail to do. We hire the person and put them in place, hopefully with training, but we fail to give the employee a clear and concise written plan including standards and expectations. Companies don’t follow up with feedback and then whack the associate upside the head with a poor review.

How much time do supervisors actually put into writing a performance evaluation? Not nearly enough! In a survey of H.R. Professionals from LinkedIn 15 to 60 minutes was the average time spent on writing an evaluation.  For an entire year? Are you kidding me? I think part of this is because the supervisor doesn’t really know the associate and doesn’t really know what they actually do or how they do it. In a previous post, Assessing Your Employees I discuss the importance of getting to know your associates in order to be able to evaluate their performance.

I have heard of Leadership Teams who suggest:

  • Everyone is automatically getting a 3% cost of living increase so we don’t need to do evaluations
  • No one is getting an increase this year so we don’t need to do evaluations
  • We will only give evaluations to our top performers
  • We will only give evaluations to our bottom performers

Wow, these are all bad ideas in my opinion!

Even if everyone is getting the same monetary increase or no increase at all you still need to let the associates know how they are doing and what you expect from them in the upcoming year.

Let’s say you only give reviews to your top performers. What does that say to those who don’t get a review other than “hello there useless waste of space, why are you still here?”

Let’s say you only give reviews to your bottom performers. Now what does that say to those who get the review other than “hello there useless waste of space, why are you still here? You won’t be here much longer!”

Why would any company give those sorts of messages? Companies like this are probably not a candidate for Forbes Best 100 Companies to work for!

As I stated above, yes you have to address the past performance as a recap. If you are just bringing up issues now at review time, then shame on you. Why did you go all year without addressing performance issues or concerns? Want to really waste your time and create bad performance? This is a guaranteed technique. Don’t talk to staff during the year. When they mess up, don’t deal with it at the time but SAVE it up. Then, at the appraisal meeting, bring out everything saved up in the bank and dump it in the employee’s lap. That will show them who the boss is!

Supervisors forget that the appraisal process is about improvement not blame; it is about setting a roadmap, a plan for success for both the employee and the company. You need to ask and establish:

  • What direction do you want the associate to go in,
  • What do they need to do in order to be successful,
  • What does the associate need to do to help the company be successful,
  • What help, direction or guidance are you as the supervisor going to give the associate,
  • What is the specific plan,
  • When will you be touching base again to evaluate

We do appraisals to improve performance, not find a donkey to pin a tail on or blame. Managers who forget this end up developing staffs that don’t trust them, or even can’t stand them. That’s because the blaming process is pointless, and doesn’t help anyone. The whole point of a performance appraisal is to get managers and employees working together to improve performance and relationships.

If you follow these steps you will find that the Performance Evaluation process is easy, painless and mutually beneficial to the employee and the company:

  • Evaluate on a constant basis
  • Provide constant feedback
  • Recognize good performance to encourage it to be continued
  • Address performance issues as they arise
  • Keep notes
  • Communicate
  • Recap areas where the associate performed well
  • Recap areas where the associate fell short of expectations
  • Develop a clear and concise roadmap and action plan for success with the employee
  • Give your total support to the associate

If you follow these guidelines your employee, you and your company will find that the Performance Evaluation process is painless, a true benefit to you and the company, and will set everyone up for success!