Eight Ways to Motivate Part Time Employees

Written by Ed Sykes

Eight Ways to Motivate Part Time Employees by Ed Sykes ©2004

In most cases, part-time employees present a special challenge when it comes to motivation. They dorepparttar “grunt” work, have little career choices, are often focused on other goals outside of your organization (college, hobbies, etc.), and are treated as outsiders by full-time employees. So what’s a manager to do? How do we turn our part-time employees into outstanding employees?

The following are eight proven techniques to motivate your part-time employees:

1. Orient them properly. Take time to describe job duties and go over what is allowed and not allowed, e.g., personal telephone calls, use of organization property, etc. Avoid confusion by designating one person to orient and give assignments to part-timers. This will eliminaterepparttar 119519 “well he told me one thing and she said something else” situation that can lead to a demoralized part-time employee.

2. Find Out What Motivates Them. Ask your part-timers questions so that you can find out how to best motivate them. In my teambuilding and leadership programs, I discussrepparttar 119520 “Sykes Seven Questions of Motivation” that you need to haverepparttar 119521 answers to if you are truly motivating your employees. One question you can ask your part-timer is, “What do you want to do inrepparttar 119522 future?” By askingrepparttar 119523 question, you can relate their future goals to your present needs. For example,repparttar 119524 part-timer says he/she wants to be an artist. Listen, acknowledge, and embracerepparttar 119525 answer and realize that you can possibly apply their skills now by allowing them to create recognition posters (I know you are already doing these, right?), work onrepparttar 119526 organization newsletter, or any other art project that will benefit your organization.

If you don’t ask, you won’t know whatrepparttar 119527 hidden talents of these part-timers are.

3. Check Yourself When Communicating Sometime part-timers are looked at as an unnecessary evil. It may be great to haverepparttar 119528 extra hands, but not so great to deal with them. First, realize you are fortunate enough to haverepparttar 119529 extra help. Most people are anxious to haverepparttar 119530 extra help. Second, it is your job to develop them. Third, only communicaterepparttar 119531 positive when communicating with them.

Remember, for your part-timers, this may be their first experience inrepparttar 119532 workplace. They may be a little scared and may show it in a number of different ways (rebelling against requests, not working with others, or showing up late or not at all). Our job is to check ourselves whenever we communicate with part-timers so that they feel welcome. Check yourself when communicating requests so that they are always discussed with positive expectations. Check yourself when communicating with part-timer and full-timers so that both groups know you are glad to have them. It will go a long way to lettingrepparttar 119533 part-timer feel motivated to be there.

Five Habits of Highly Effective Conflict Resolvers

Written by Dina Beach Lynch, Esq.


Steven Covey hadrepparttar right idea. There are discreet skills and attitudes, habits if you will, that can elevate your conflict practice to a new level. This article shares a selection of habits and attitudes that can transform a good conflict resolver into a highly effective one. By that I mean someone who facilitates productive, meaningful discussion between others that results in deeper self-awareness, mutual understanding and workable solutions.

I have usedrepparttar 119518 term ‘conflict resolver’ intentionally to reinforcerepparttar 119519 idea that human resource professionals and managers are instrumental in ending disputes, regardless of whether they are also mediators. These conflict management techniques are life skills that are useful in whatever setting you find yourself. With these skills, you can create environments that are respectful, collaborative and conducive to problem-solving. And, you’ll teach your employees to be proactive, by modeling successful conflict management behaviors. .


Since you’rerepparttar 119520 ‘go to person’ in your organization, it’s natural for you to jump right in to handle conflict. When an employee visits you to discuss a personality conflict, you assess a situation, determinerepparttar 119521 next steps and proceed untilrepparttar 119522 problem is solved. But is that helpful?

When you take charge,repparttar 119523 employee is relieved of his or her responsibility to find a solution. That leaves you to dorepparttar 119524 work around finding alternatives. And while you want to do what’s best for this person (andrepparttar 119525 organization), it’s important to ask whatrepparttar 119526 employee wants first-- whether it’s to vent, brainstorm solutions or get some coaching. Understand whatrepparttar 119527 person entering your door wants by asking questions:

•How can I be most helpful to you? •What are you hoping I will do? •What do you see my role as in this matter?


By now everyone has taken at least one active listening course so I won’t addressrepparttar 119528 basic skills. Collaborative Listening takes those attending and discerning skills one step further. It recognizes that in listening each person has a job that supportsrepparttar 119529 work ofrepparttar 119530 other. The speaker’s job is to clearly express his or her thoughts, feelings and goals. The listener’s job is facilitating clarity; understanding and makerepparttar 119531 employee feel heard.

So what’srepparttar 119532 difference? The distinction is acknowledgement. Your role is to helprepparttar 119533 employee gain a deeper understanding of her own interests and needs; to define concepts and words in a way that expresses her values (i.e. respect means something different to each one of us); and to make her feel acknowledged—someone sees things from her point of view.

Making an acknowledgement is tricky in corporate settings. Understandably, you want to helprepparttar 119534 employee but are mindful ofrepparttar 119535 issues of corporate liability. You can acknowledgerepparttar 119536 employee even while safeguarding your company.

Simply put, acknowledgement does not mean agreement. It means lettingrepparttar 119537 employee know that you can see how he got to his truth. It doesn’t mean taking sides withrepparttar 119538 employee or abandoning your corporate responsibilities. Acknowledgement can berepparttar 119539 bridge across misperceptions. Engage in Collaborative Listening by:

•Helprepparttar 119540 employee to explore and be clear about his interests and goals

•Acknowledge her perspective

oI can see how you might see it that way. oThat must be difficult for you. oI understand that you feel _______ about this.

•Ask questions that probe for deeper understanding on both your parts: oWhen you said x, what did you mean by that? oIf y happens, what’s significant about that for you? oWhat am I missing in understanding this from your perspective?


Messages transmitted from one person torepparttar 119541 next are very powerful. Sometimes people have to hear it ‘fromrepparttar 119542 horse’s mouth’. Other times, you’ll have to berepparttar 119543 transmitter of good thoughts and feelings. Pick up those ‘gems’, those positive messages that flow when employees feel safe and heard in mediation, and present them torepparttar 119544 other employee. Your progress will improve.

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