Author: Laurie Grenya

Client: I have a remote employee, and I want to make sure they’re staying productive. But I don’t want to come across like I’m micromanaging or checking up on them constantly. How do I strike the right balance?

Consultant: Great question. The key is setting clear expectations, building trust, and focusing on results while making sure you follow wage and hour laws—especially if they’re non-exempt and need to track their time accurately.

Client: Right, but I don’t want to be clock-watching. How do I set expectations without making them feel like I don’t trust them?

Consultant: Start with transparency. Let them know it’s not about tracking their every move—it’s about ensuring accountability and legal compliance.

You could say:
“I trust you to manage your time well, and since this is a remote role, we need to make sure we’re following company policies on work hours. Let’s go over expectations so we’re both clear.”

For non-exempt employees, this includes tracking their actual work time and taking required breaks for the geographic location they are completing work.

Client: That’s helpful. What’s the best way to check in without micromanaging?

Consultant: Structure is your friend here. A weekly check-in for priorities, plus quick daily or midweek updates, keeps things on track without overdoing it.

Try this:
“Let’s do a quick 15-minute check-in every Monday to go over priorities. For non-exempt staff, I’ll also need you to submit your time [frequency] so we’re compliant. If you ever run into challenges, don’t wait—reach out.”

For non-exempt employees, you might also say:
“Because of labor laws, it’s important that you’re accurately tracking all hours worked, including breaks and overtime. Let’s make sure we have a simple system that works for you.”

This ensures compliance without making them feel like they’re under a microscope.

Client: What if I start noticing signs that they’re slacking—like slow response times or missed deadlines?

Consultant: That’s when you move from assumption to conversation. Check in before jumping to conclusions.

You could say:
“I’ve noticed some delays in responses and a few missed deadlines. I want to check in—are you running into any challenges that I can help with?”

If it’s a time-tracking issue for a non-exempt employee, reinforce the importance of accurately logging work hours:
“I also want to remind you that we need to ensure your hours are correctly reported. Let’s talk through how to keep everything on track.”

Client: What if they keep missing deadlines but always have an excuse?

Consultant: That’s when you shift from conversation to accountability. Be clear about expectations and consequences.

Try this:
“I understand that things come up, and consistent delays impact the team. Moving forward, I need to see improvement in meeting deadlines. Let’s outline a plan to make that happen.”

For a non-exempt employee, you could add:
“And just a reminder—if you need to work extra time to catch up, it must be approved in advance to comply with overtime policies.”

This sets a firm and fair boundary.

Client: How do I keep them engaged so they don’t feel isolated?

Consultant: Remote employees—especially non-exempt ones—can feel disconnected. Small efforts make a big difference.

Try:

-Regular team video calls (even if they’re short)
-Encouraging casual Slack/Teams conversations
-Recognizing wins publicly
-Checking in on them—not just their work

You could say:
“I want to make sure you feel connected to the team. Let’s find ways to keep communication strong so you always feel in the loop.”

For non-exempt staff, also remind them:
“We want you engaged, and we also need to follow labor laws. If you’re working outside your scheduled hours, we need to discuss why.”

Client: That’s really helpful. So the key is setting expectations, checking in without overdoing it, and making sure non-exempt employees track their hours correctly?

Consultant: Exactly! Focus on results, not minute-by-minute activity. And for non-exempt employees, clear guidelines on hours and breaks ensure compliance and accountability.

And, if you ever need help with compliance in various locations, we’re here for you.

Client: I’ve noticed that absenteeism and tardiness are creeping up on my team. It’s not just one person—it’s becoming a pattern. How do I get things back on track without sounding like a drill sergeant?

Consultant: Good catch addressing this now. If you don’t reset expectations, this can quickly turn into “how we do things around here.” The key is to get to the root of why it’s happening before jumping straight to consequences.

Client: Yeah, but I don’t want to sound like I’m accusing anyone. What’s the best way to bring this up?

Consultant: Start with a general reset to the whole team. No one feels singled out, and it reinforces expectations.

Try this:
“I’ve noticed an increase in tardiness and absences across the team. I want to remind everyone how important it is that we’re here and ready to go on time, both for our own work and to support each other. If you’re running into challenges that are making it hard to be on time, let’s talk so we can find solutions.”

This lets employees know you’re paying attention and that you’re open to a conversation.

Client: That makes sense. But what if someone actually comes to me with a personal issue? Do I have to solve it?

Consultant: Not necessarily, listening is step one. If someone says, “I haven’t been able to pay for daycare, so I can’t drop off my kids early enough to make it in on time,” you don’t have to fix it, and you do need to acknowledge it.

You could say:
“That’s tough, and I appreciate you sharing it with me. Let’s talk about what options we might have to help, whether that’s adjusting your schedule slightly or seeing if there are any resources we can connect you with.”

This shows empathy while reinforcing that work expectations still need to be met.

Client: Okay, but what if the issue isn’t as serious? Like, someone just tells me, ‘My alarm clock broke, so I overslept.’

Consultant: Then it’s time to set a firmer boundary. Being late because of a broken alarm clock isn’t an ongoing excuse.

Try this:
“I get that things come up. Part of being reliable at work is planning for the unexpected. If your alarm isn’t working, I’d suggest setting a backup or using your phone. We need you to be proactive about getting here on time.”

It keeps it professional and doesn’t let them off the hook.

Client: What if they don’t have a ‘good reason’ at all and just keep showing up late?

Consultant: That’s when it moves from a conversation to accountability.

You could say:
“We’ve talked about the importance of being on time, and I’ve noticed that it’s still an issue. Moving forward, I need to see consistent improvement. If this continues, we’ll have to take further steps to address it.”

This lets them know you expect change—without jumping straight to discipline.

Client: And if it keeps happening?

Consultant: Then you escalate. At that point, it’s a performance issue, and formal steps are needed.

Try this:
“We’ve had multiple conversations about timeliness, and I haven’t seen the improvement we discussed. I need to be clear—if this doesn’t change, it will lead to formal corrective action.”

That way, you’re setting a clear expectation with a consequence.

Client: That makes sense. But what if the whole team is struggling, not just one or two people?

Consultant: If it’s widespread, you need to figure out why. Is burnout an issue? Are shift start times unrealistic? Are external factors—like traffic or public transportation changes—making it harder for people to get in on time?

Try an employee survey or a team check-in. Then, if needed, adjust policies—like allowing slight flexibility in start times or implementing a grace period.

You could say:
“We’ve seen an increase in tardiness, and I want to understand what’s driving it. If there are challenges making it difficult to be on time, let’s talk about possible solutions.”

This shows you’re not just laying down rules—you’re trying to fix the root cause.

Client: What if people take advantage of flexibility, though?

Consultant: That’s why any adjustments should come with clear expectations. If you allow flexibility and still see ongoing issues, you address those individually.

You might say:
“We’re open to making adjustments that work for the team. Attendance still matters. If we agree on changes, I expect everyone to meet those expectations.”

Client: This is really helpful. So, the key is setting expectations, listening to challenges, and holding people accountable?

Consultant: Exactly! If you set the tone now, you won’t have to deal with a bigger problem later. Address it early, communicate clearly, and follow through consistently.

And if you ever need help structuring tough conversations, or an employee survey, we’re here to support you.

This keeps the conversation practical, firm but fair, and aligned with your preferred Q&A format. Let me know if you’d like any refinements!

Client: Hey, I have an employee who wants a promotion, but they’re just not ready yet. I don’t want to discourage them, but I also can’t move them up right now. How do I handle this?

Consultant: Great question. The goal here is to give them a clear answer without shutting them down. You want them to walk away feeling motivated to improve—not defeated.

Client: Right, but I don’t want them to feel like I’m leading them on or just giving excuses.

Consultant: Exactly. That’s why it’s important to be honest, specific, and future-focused. Start by acknowledging their interest and ambition.

You could say:
“I appreciate your desire to grow within the company, and I want to support your development. Right now, I don’t think you’re quite ready for this promotion, but let’s talk about what skills and experience you need to get there.”

This shows that you value their aspirations while setting the stage for a constructive conversation.

Client: Okay, but what if they push back and ask, ‘Why not?’

Consultant: That’s where you need to be direct and supportive. The key is to avoid vague answers and instead focus on the specific skills, experience, or behaviors they need to develop.

You might say:
“A promotion means stepping into a role with greater responsibility. Based on what I’ve seen, there are a few areas where you need more growth before you’re ready. Let’s go through those together so we can make a plan.”

Then, give clear examples. Maybe they need stronger leadership skills, more technical knowledge, or better problem-solving abilities. Whatever it is, be specific.

Client: That makes sense. But how do I keep them from feeling like this is a dead end?

Consultant: The best way to keep them engaged is to turn this into a roadmap for growth. Set clear goals and give them actionable steps.

You could say:
“Here’s what I’d like to see over the next six months: Take the lead on [specific project], work on developing [specific skill], and get more experience in [key area]. If you can show growth in these areas, we’ll revisit this conversation.”

This makes it clear that you do see potential in them—it’s just about when, not if.

Client: What if they ask when they will be ready?

Consultant: Be honest, don’t overpromise. You can’t guarantee a timeline, and you can outline what success looks like.

Try this:
“I can’t give you an exact timeframe because it depends on progress in these areas and business needs. But if you focus on developing these skills and show consistent improvement, you’ll put yourself in a strong position for future opportunities.”

This keeps them motivated without locking you into a commitment.

Client: What if they’re really disappointed or frustrated?

Consultant: That’s natural. They might feel let down. How you handle the conversation can make all the difference.

If they seem discouraged, acknowledge their feelings while reinforcing your support:
“I know this may not be what you were hoping to hear, and I appreciate your ambition. My goal isn’t to hold you back—it’s to help set you up for success. Let’s work together to make sure you’re fully ready when the next opportunity comes.”

This helps them process the feedback while knowing you’re in their corner.

Client: That’s really helpful. So, bottom line—be direct, give specific feedback, and create a plan for growth?

Consultant: Exactly! You want them to leave the conversation feeling challenged, not shut down. When done right, this kind of feedback can actually make employees more engaged, because they know where they stand and what to work toward.

And remember—we’re here to help if you ever need guidance on building development plans.

Client: Help! Two of my employees were dating, but they broke up, and now it’s getting messy. Tension is high, productivity is dropping, and the rest of the team is feeling the impact. What do I do?

Consultant: Ah, the workplace romance fallout—it’s like watching a soap opera unfold at work, except no one’s getting paid for the drama. The key here is to address the issue directly, keep it professional, and refocus everyone on work.

Client: Right, but how do I even start the conversation? I don’t want to make things worse.

Consultant: Start with a neutral, fact-based approach. Don’t assume who’s at fault or dive into personal details. The goal is to refocus on behavior and workplace expectations, not emotions.

You could say:
“I understand that personal matters can sometimes affect work, and I’ve noticed some tension that’s impacting the team. My expectation is that personal issues remain separate from workplace interactions so we can maintain a productive environment. How can we make sure that happens?”

This acknowledges the issue without placing blame and sets the expectation that work comes first.

Client: What if one of them starts venting about the other during this conversation?

Consultant: Shut it down—gently and firmly. Your job isn’t to mediate their personal dispute; it’s to manage workplace behavior.

You can say:
“I appreciate that this is a difficult situation. My role here is to ensure a professional work environment. Let’s focus on how we move forward in the workplace.”

Redirecting the conversation keeps you from getting dragged into personal details while reinforcing expectations.

Client: What if they’re being passive-aggressive—giving each other the cold shoulder, making snarky comments, or dragging teammates into it?

Consultant: If their behavior is disrupting the team, it’s time to set clearer boundaries.

Try this:
“I need to be direct—ongoing tension is affecting the team. I expect professionalism from both of you at work. That means no negativity, no involving coworkers, and no disruptions. If this continues, we’ll need to have a different conversation about next steps.”

This makes it clear that their behavior—not the breakup—is the problem.

Client: What if one of them accuses the other of harassment?

Consultant: That’s a serious issue and needs to be handled separately. If there’s an allegation of harassment or inappropriate behavior, treat it as you would any other workplace complaint—investigate and follow your company’s policies.

You might say:
“If you feel there’s behavior that crosses the line into harassment, I want to make sure we address that appropriately. Let’s talk through what’s happening so we can handle it properly.”

Make sure to document the conversation and involve the necessary people. If you need our help with an investigation we are here. Let’s not jump to that conclusion yet.

Client: And what if one of them asks to move to a different team?

Consultant: If a transfer is possible and makes sense for business needs, it might be a good option. However, don’t rush to move someone just because they’re uncomfortable—it sets a precedent that personal conflicts can dictate staffing decisions.

You can say:
“If a team change is something you’d like to explore, we can look at options that make sense for the business. However, my priority is ensuring that, no matter where you work, professionalism is maintained.”

This keeps the focus on business needs, not personal preference.

Client: Got it. But what if things don’t improve?

Consultant: If after multiple conversations (don’t forget to document) the issue persists, you may need to escalate to performance management. Continued disruptions, negativity, or refusal to act professionally could warrant formal warnings.
Try this:
“We’ve talked about this before, and I need to be clear—this can’t continue. If workplace behavior doesn’t improve, we’ll need to move to formal corrective action.”

This sets a firm boundary while giving them one last opportunity to self-correct.

Client: This is really helpful. So, bottom line—address the behavior, not the breakup, keep it professional, and set clear expectations?

Consultant: Exactly! No one expects people to be best friends after a breakup. They do need to be professional coworkers. By focusing on workplace expectations, you can help the team move forward without unnecessary drama.

And remember—we’re always here if you need backup.