Eight Ways to Motivate Part Time Employees

Written by Ed Sykes

Continued from page 1

4. Assign a mentor Even after proper orientation, part-time workers will be confused. Assign them a full-time worker to be a mentor. The part-time worker will feel more like part ofrepparttar team, andrepparttar 119519 mentor will feel good aboutrepparttar 119520 added responsibility.

Important: Pick someone who is patient, has good communication skills, is motivated to dorepparttar 119521 task, and hasrepparttar 119522 time to answer questions.

5. Mix uprepparttar 119523 workload. Don’t overload part-time workers with “grunt” tasks only. It’s a common temptation to assign all low-level work to part-time employees. Don’t do it! It’s demoralizing. Remember, “Variety isrepparttar 119524 spice of work life.” This is where you would applyrepparttar 119525 information learned in technique number two to mix uprepparttar 119526 assignments. 6. Eliminate any Hard Feelings Eliminate any perceived or real hard feelings between part-timers and full-timers immediately. Explain to full-time employees why you’re bringing in part-time help and that their jobs are not being threatened.

Important: Sell them onrepparttar 119527 benefits of bringing in part-timers (make jobs easier, allow them to learn management skills, etc.)

7. Offer Flexible Hours Many part-time employees are working part-time to meet special situations (College, family health situations, childcare issues, transportation issues, etc.). Use that to your advantage. By allowing flexible work hours, you’ll retain your part-time workers longer, eliminatingrepparttar 119528 need for costly retraining.

Important: Make sure part-time employees communicate and clear all scheduling conflicts in advance to avoid confusion.

8. Offer Incentives Most companies don’t offer part-time employees incentives. Believe me,repparttar 119529 part-time employee knows and resents this policy right away. That’s a big mistake. Set up an incentive program based on your organization’s revenue or behavior you need to see fromrepparttar 119530 part-time employee. Inrepparttar 119531 case of incentives for behavior, give a bonus or incentive forrepparttar 119532 following:

* Perfect attendance * Perfect on time attendance * Working well with others * Working well with full-time employees * Taking initiative to solve problems * Great customer service

Important: Recognizerepparttar 119533 part-time worker as soon asrepparttar 119534 action was taken and praise publicly (my article “Appreciate to Motivate” will explain how).

If you followrepparttar 119535 eight steps mentioned, we guarantee that you will be well onrepparttar 119536 way to motivated, productive part-time employees with less turnover and retraining. You will accomplish far more in less time withoutrepparttar 119537 stress.

Ed Sykes is a professional speaker, author, and success coach in the areas of leadership, motivation, stress management, customer service, and team building. You can e-mail him at mailto:esykes@thesykesgrp.com, or call him at (757) 427-7032. Go to his web site, http://www.thesykesgrp.com, and signup for the newsletter, OnPoint, and receive the free ebook, "Empowerment and Stress Secrets for the Busy Professional."

Five Habits of Highly Effective Conflict Resolvers

Written by Dina Beach Lynch, Esq.

Continued from page 1

We’re all human. You know how easy it is to hold a grudge, or assign blame. Sharing gems appropriately can help each employee begin to shift their perceptions ofrepparttar situation, and more importantly, of each other. To deliver polished gems, try to:

•Act soon after hearingrepparttar 119518 gem •Paraphrase accurately sorepparttar 119519 words aren’t distorted •Askrepparttar 119520 listener if this is new information and if changes her stance •Avoid expectingrepparttar 119521 employees to visibly demonstrate a ‘shift in stance’ (it happens internally and on their timetable, not ours)


Power is a dominant factor in mediation that raises many questions: What is it? Who has it? How to do you balance power? Assumptions about who isrepparttar 119522 ‘powerful one’ are easy to make and sometimes wrong. Skillful conflict resolvers recognize power dynamics in conflicts and are mindful about how to authentically manage them. You can recognize power by being aware that:

•Power is fluid and exchangeable •Employees possess power overrepparttar 119523 content and their process (think of employees concerns asrepparttar 119524 water flowing into and being held byrepparttar 119525 container) •Resolvers possess power overrepparttar 119526 mediation process ( their knowledge, wisdom, experience, and commitment formrepparttar 119527 container) •Your roles as an HR professional and resolver will have a significant impact on power dynamics


Agreeing to participate in mediation is an act of courage and hope. By participating, employees are conveying their belief in value ofrepparttar 119528 relationship. They are also expressing their trust in you to be responsive to and supportive of our efforts. Employees may first communicate their anger, frustration, suffering, righteousness, regret, not their best hopes. You can inspire them to continue by being optimistic:

•Be positive about your experiences with mediation •Hold their best wishes and hopes forrepparttar 119529 future •Encourage them to work towards their hopes

Be Resilient. Rememberrepparttar 119530 last time you were stuck in a conflict? You probably replayedrepparttar 119531 conversation in your mind over and over, thinking about different endings and scolding yourself. Employees get stuck, too. In fact, employees can become so worn down and apathetic about their conflict, especially a long-standing dispute; they’d do anything to end it. Yes, even agree with each other prematurely. Don’t let them settle. Mediation is about each employee getting their interest met. Be resilient:

•Be prepared to move yourself andrepparttar 119532 employees though productive and less productive cycles ofrepparttar 119533 mediation •Helprepparttar 119534 employees see their movement and progress •Be mindful and appreciative ofrepparttar 119535 hard work you all are doing

Hopefully, you’ve discovered that these are your own habits in one form or another and that your organization is benefiting from your knowledge. You can learn more about workplace mediation and mediation in general from these books and websites:

The Power of Mediation Bringing Peace intorepparttar 119536 Room Difficult Conversation: How to Say What Matters Most www.ne-acr.org (The New England Association of Conflict Resolvers) www.mediate.com (mediation portal site) www.workwelltogether.com (conflict management toolkit)

"Mediation is based on a belief inrepparttar 119537 fundamental honesty of human beings. Which is another way of saying we all want to be treated justly - that is according to our unique situation and viewpoint onrepparttar 119538 world. And we cannot expect to be treated justly if we do not honestly reveal ourselves." ~repparttar 119539 Honourable Neville Chamberlain, British Prime Minister 1937

Dina Beach Lynch, Esq. is a mediator and conflict coach who launched WorkWellTogether.com Formerly Dina was Ombuds for Fleet Bank where she assisted 48,000 employees to resolve work tensions. Dina can be reached at Dina@workwelltogether.com

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