Most of us deal with managing expectations or our belief of what will occur in the future on a regular, if not daily basis. While expectations come in different sizes or orders of magnitude, they all possess the capability of impacting our feelings, attitude, and interaction with others. For example, think about how our expectations regarding regular things, such as traffic on our commute, friendliness of a cashier, interaction with our spouse, behavior of our children, or even flavor of a meal can impact our moods, if our expectations are not met. The heart of the issue with even these simple examples is the gap between the expected and actual outcome. In essence, the expectation gap encompasses those situations when reality does not meet our desires.
In the workplace, a wide expectation gap not only impacts morale, but also leads to lower levels of productivity and staff turnover. How does this happen? In the simplest sense, as the gap widens employees feel more disappoint and anger. As the anger increases, an employee may stop performing his or her work and begin interfering with others. While some employee expectations may be unrealistic or addressing their desires may be impossible, a successful manager will ensure that he or she has a good understanding each employee’s expectations and assists in managing those expectations.
So, how strong are we as managers at assessing expectations? In order to gain a basic snapshot of the alignment between employee expectations and manager perceptions, the result of a recent survey of 500 employees at three levels (support, professional, and manager) in ten customer-focused organizations will be utilized to further our discussion. The data was collected through an ARG study that inquired regarding employee expectations for the following categories: nature of work duties, workplace environment, supervisor’s leadership capability, fairness of advancement, and rewards.
Figure 1 summarizes the indexed results of employee expectations for all categories, manager perceptions of employee expectations, actual level of realized expectations, and gap between employee expectations and actual level realized. Overall, the survey indicates that:
- support staff possess the highest expectations compared to professionals and managers;
- managers perceptions of expectations align the closest with employee expectations at higher levels in the organization (professionals and managers);
- managers of managers perceive higher expectations than those expectations actually present among their direct reports;
- support employees have the largest expectation gap; and
- professionals and managers realize outcomes closer to their expectation than support staff.
While by no means are these findings definitive, they provide a basic outline of where expectation gaps may arise in organizations. If support staff tend to have higher expectations related to work environment, leadership, and advancement as well as have less of their expectations met, managers need to make sure that frequent, honest, and transparent communication establishes a realistic level of employee expectations. Similarly, if managers of managers have a better idea of the expectations of their direct reports, there may be a training or mentoring opportunity for less experienced managers. Finally, expectations can change very quickly with the level of connections present within social media. Getting to know your workforce and their expectations at all levels is not a “once and done” process, but an on-going journey.