Managerial Etiquette

Managerial Etiquette

Abstract

Today's competitive job market demands qualified and skilled manager. Among the many responsibilities of a manager, managing people demands a high level of expertise and professionalism. The manager's manners, which include business etiquette, protocols, codes of conduct, communication and interpersonal skills, and adherence to internal and external policies and procedures, dramatically influence managerial success. Managerial manners are essential aspects in successful interviewing, hiring, motivating, and evaluating.

The Manager's Manners

In today's rapidly changing workplace, the manager has a variety of challenges. Successfully overcoming these challenges offers the manager increased earning potential, additional career opportunities, and a greater sense of accomplishment. Companies want to hire men and women who can effectively manage others. According to three independent studies, 85% of professional success depends on "people-skills" and the rules of corporate etiquette. (Mitchell, 1996, p.43) The manager's ability to effectively supervise is inherently linked to his or her communication and interpersonal skills.

In the business world, rank and titles imply managerial responsibility, mirroring a military structure. Those of rank must demonstrate both people-skills and business etiquette in order to meet the three responsibilities of interviewing and hiring a candidate, motivating an employee, and evaluating an employee's performance. These responsibilities require a manager to adhere to the internal written and unwritten codes of conduct, generally accepted business protocol, as well as policies and procedures required by external influences.

Manners in the context of business etiquette "demonstrate that you possess self-control, that you are civilized, and that you care about and are capable of respecting others... etiquette and good manners set out the 'grammar' of social interaction." (Fox, 2001, p.9) Managing others requires a supervisor to have the skills, personal characteristics, and manners that allow him or her to maintain order and control while consistently reaching company objectives. Mutual respect is the foundation of this effective supervisor-subordinate relationship. "Why is respect so important? Because showing (and earning) respect brings results...The best companies look for managers who score high in people-related skills - managers who can't wait to train employees and inspire them to do their best." (Post, 1999, p.200)

Mutual respect between the supervisor and employee begins during the interview process. In today's competitive job market, employers must concern themselves with increasing the odds that the qualified candidate will accept an offer. Today's employees recognize that: a) the company needs someone, and b) the company hopes you are the person they are looking for. Job-market realities offer the qualified candidate more options and greater leverage in the process. The supervisor and others involved in the interviewing process must familiarize themselves with the many dos and don'ts of interviewing. (Mitchell, 1996, p.44) In the battle for the highly skilled and qualified candidates, a manager's decision to follow the rules of interviewing may determine whether a candidate accepts or refuses an offer.

The first rule of interviewing candidates is being prepared. Interview expert, Ann Dobson (1996), insists "Always remember that a well structured interview is a successful interview... As an interviewer you do not need to learn your lines but you do still have to give a considerable amount of thought and preparation to the interview about to take place." (p. 18). Before the candidate arrives for the interview he or she should have received a copy of the job description, directions to the interview site, and any other pertinent information. The supervisor and other interview participants should discuss, ahead of time, the content of the meeting including schedules, introductions and interview questions. Preparation also requires that the interviewer be appropriately dressed and groomed in a manner consistent with company expectations.

The candidate and prospective employer often meet for the first time at the interview. Everyone will benefit if both parties feel comfortable and relaxed. Interviewers often chose to conduct interviews away from the office; in a restaurant, hotel lobby, or another casual meeting place. The relaxed tone allows the interviewer to observe the candidate in a different posture and eliminates the intimidated formalities of many office spaces. In addition to a comfortable environment, the interviewer can create a relaxed atmosphere by beginning the meeting with small talk or light conversation, or by beginning with some casual questions. A few minutes of light conversation will give both the manager and the candidate an opportunity to prepare for more constructive and focused discussion. (Dobson, 1999, p. 19)

Once the interview has begun, managers must maintain their integrity and their jobs by adhering to the laws designed to protect candidates from discrimination. When asked about the legal guidelines in an interview, attorney Neil Gouldson (2005) insists "decisions about whether to recruit a candidate must be based on job-related criteria and not on grounds of race, age, sex, disability, marital status, belief, sexual orientation or nationality." Therefore, the interviewer should take care to avoid any line of questioning that may cross these lines. In addition to the more familiar misdeeds, Gouldson also warns the interviewer to avoid mistakes such as making comments about a candidate's appearance, making derogatory or discriminatory notes, or asking a candidate to perform in such a way that could discriminate against the disabled. (¶ 1)

Once the interviewing process is over and a candidate is selected, the hiring process begins. The company human-resources department may assist the supervisor to ensure he or she carries out this process correctly. Peggy and Peter Post (1999) suggest that the employer make an initial call to the candidate; "the phone call shortens what might be an agonizing wait for the prospect." (p.189). Once the employer makes the call, "a job-offer letter will not only confirm the decision but invite the applicant to a meeting to discuss salary and other practicalities." (p.189) Human-resource personnel often administer these formalities; however it always benefits