From your week’s introduction to the conversation between Karla and  Alley, consider what you would do in your consultation with Karla with  respect to the challenge she is facing. Karla is a well-meaning  supervisor who is respected by staff but faces challenges in connecting  with and relating to employees. She has worked hard to afford her direct  reports all requested developmental opportunities. As you learn about  the employee experience, post a response to one of the specific areas  below:

How should Alley approach Karla to address the difficult employee engagement situation she is currently facing?

What could be the barrier or barriers that exist between Karla and her direct reports?

What  types of behaviors—reaching out, basic leadership and actions to  benefit employees intrinsically and extrinsically—could Karla do to  reach her direct reports?

What types of platforms and technologies could be applied to support Karla’s efforts?

Here is the conversation:

“Karla, two members of your staff came to see me and share a few areas of concern this morning,” explained Alley when she and Karla met in a conference room.

“I wish they had come to me first,” Karla said impatiently. “What were their issues?”

“Well, to be honest, they do not feel you are really committed to their development and that you lack concern for them.”

“Alley, I say yes to 90% of development requests from training, to tuition assistance, to conferences and even out-of-branch rotations. I go out of my way to develop my people.”

“I know, Karla! You have a great record on paper.”

“What do you mean? Where else do I need to have a great record? Isn’t what can be measured what is important?”

“Karla, I think the challenge you are facing is difficulty in projecting genuine and individual concern for them. I am convinced, you do all you can, but they do not seem to feel your concern, and that is where it really counts.”

“What can I do to change that, Alley? I care about my employees. I really do! How can I show them that?”