Documentation as part of your culture
You probably already know the importance of building a workplace culture where the value of timely, consistent, and relevant documentation is understood. Once this has been communicated and your expectations have been set, it’s a matter of following up regularly to ensure those expectations are being met.
Supervisors, particularly those at the first and second level, should be encouraged to make documentation a daily habit. Why are first and second level supervisors so important? These are the true “gatekeepers” of the system; those most likely to observe performance. When the supervisor observes performance that turns their head, they should take the time to 1) discuss it with the employee involved and 2) document the performance. The employee will receive email notification that the entry has been made, which should drive activity to your Guardian Tracking system.
What if it doesn’t encourage GT logons?
If a subordinate hasn’t logged on in some time, the first thing to look at is when the last entry was made on the individual. Look at this from the employee’s perspective, “Why should I log in when nothing is being entered about me?” If it has been a while since the last entry, make an effort to look for the very next opportunity to make a positive entry about the individual. The employee will get email notification of the entry and it will most likely motivate them to logon. Plus the supervisor is directing the subordinate in a positive way rather than issuing a blanket order to log in regularly.
On the other hand, if entries have been made then we would suggest a different approach: Use the situation as an opportunity to train. The supervisor should call the employee in and mention that they have noticed it’s been awhile since they have logged in to GT and ask the employee to logon. If they cannot logon, contact the GT administrator to reset their credentials. Once you have the employee logged on walk them through the system. Then document the refresher training to reinforce expectations. This also reinforces the concept of “discuss then document” for the supervisor.
Remember, Guardian Tracking is a tool to help manage the performance of everyone in your organization, not just the non-supervisory personnel. The expectations you set are for both supervisory and non-supervisory personnel, so the above advice can be applied to both.
Finally, as upline supervisor, you should set the example. When the occasion presents itself take the time to create an entry. When appropriate, you should also take the time to comment on existing entries as both actions will reinforce your expectations regarding performance documentation.