Granting Special Requests

August 04, 2005

Do you ever feel a twinge when an employee begins a conversation with, "Can I ask you a favor?"

You think to yourself, uh-oh, now what?

Whatever it is, you're pretty sure the employee isn't about to ask your permission to write a note of appreciation to your boss extolling your many virtues as a supervisor.

No, the reason this type of conversation makes you feel uneasy is that it almost always involves you being asked to bend the rules, in a way that benefits the employee.

By far, the most common request involves time off work. For example, "Would it be okay if I leave a few hours early on Thursday? I have to meet with my wedding planner."

Other common requests include: flexible working hours; shift changes; extension of a deadline; work from home; use of company equipment; change in work assignments, location, or working conditions; and so on.

Some employee requests are downright wacky.

Once, an employee ask me if she could install a water cooler in her cubicle because she didn't like the taste of the tap water. She wanted the type with a five-gallon plastic jug on top that involves a delivery twice a month by a man in a blue uniform pushing a two-wheeled appliance dolly. All I could think of was, how much water does this woman drink??

Many requests by employees are easily granted, especially if they involve a minimal disruption to the work or clearly are for a legitimate purpose. We all need time off periodically because of a doctor's appointment, family obligation, car or home repair, school event, or some other similar situation. It's a normal part of life that we all accept and usually we are able to accommodate these situations with little or no problem.

Others can be more problemmatic, however.

For example: requests for frequent or extended periods of time off work; requests to bring a child or pet to work in violation of company rules; borderline use of company time or resources; or some other deviation from the normal procedure.

These types of requests can put you in a difficult spot. Why? Because they require a delicate balancing act. On the one hand, granting special requests helps improve employee satisfaction and builds loyalty to you and the organization. Also, you hope employees will remember when you helped them out and respond in a similar manner when you need something from them in return. Denying an employee's request can sometimes cause resentment and could potentially damage an otherwise good working relationship.

On the other hand, you don't want employees to take advantage of your generosity. Where do you draw the line with these special "favors?" You're concerned that other workers could become upset, especially if they perceive that you're giving preferential treatment. You worry about setting a bad precedent; that if you grant this one request, you'll be overwhelmed with similar requests from other employees. You could even get into trouble with management, especially if you grant a request that is clearly in violation of company policy.

This is not an isolated incident for most managers. Such request are occurring with greater frequency as more employees "push the envelope" to shape and mold their job to fit their personal and family priorities. Therefore, it's a situation managers find themselves in more frequently.

Most mangers understand they need to be flexible, but they also need to know when to say no.

So, here's the problem: when should you grant an employee's request for special attention and when should you say no? How do you decide which requests will be granted and which ones will be denied?

And how can you tactfully deny an employee's request without creating resentment?

Following are a few guidelines for handling these situations and also some tips on what to say to an employee when denying his or her request.

First, give yourself time to think it through, especially if you feel uncomfortable about the request. Don't let an employee rush you into making a snap decision. For example, it's okay to say, "Give me some time to think it over and then I'll give you a decision."

In fact, a lack of sufficient time to consider the request can even be a reason for denying it. For example, "I wish you had given me more time to consider your request. This puts me in a difficult situation. I'm afraid I have to say no, this time."

Next, ask yourself these questions.

1. Is the employee's request reasonable, given the circumstances?
   
   For example, is there a clear need? Does the employee have a valid justification?
   
   Does it pose a minor disruption to the work? Or create a signficant backlog, reduction in quality, risk the health or safety of others, or customer disatisfaction?
   
   Does it involve a "slight bending of the rules?" Or is it clearly outside the bounds of what would be considered acceptable in your organization? Obviously, requests that involve questionable ethical or legal actions should not even be given consideration.
   
   What other problems might be created if you grant the request? What is the likely impact on coworkers, customers, or others?
   
   Is there a better solution to the employee's problem?
    
2. Has the employee earned it?

   Not everyone is deserving of the same consideration. For example, employees who have been with the organization for many years and have a favorable work history should be given greater consideration than those who have been with the organization a short period of time or have a poor work history.

   This is a common reason for denying requests to work at home. "I'm sorry, you haven't been with the company long enough to be eligible for that type of work arrangement."

   Also, too many requests can disqualify a person. For example, "I'm sorry, I'd like to help you, but I've already allowed you time off twice in the past two weeks. I'm concerned about the effect these absences are having on the work."

3. What are the long-term consequences?

   What kind of precedent does your decision set? How likely are others to request the same treatment and what would the results be?

   Some managers use this as justification for denying all such requests. They are unwilling to grant all but the smallest requests for fear they will be overwhelmed by employees demanding similar treatment. Here's the problem with that approach - if you don't yield anything to employees then you're likely to find it difficult to get their cooperation when you need them to volunteer for an important project or assignment. Their attitude may be, "Why should we? What did you ever do for us?"

   Would you be willing to grant the same request to any other employee with a similar work history and justification? This question helps avoid the appearance of favoritism. >/P>

Here's the bottom line. If the request is reasonable and you would do the same for any other employee under similar circumstances, then grant the request. Otherwise, turn it down.

If you have to deny an employee's request, try to be diplomatic. Present it in a way that the employee can understand and appreciate.

Explain the rationale for your decision. For example, "Company rules specifically prohibits me from allowing this."

Express your regrets. "I'm sorry. I wish I could allow it, however..." "I hope you'll understand."

And finally, explain if there are any circumstances that might prompt you to reconsider or win your approval the next time.

Stephen Foster, Ph.D
Expert Supervisor, LLC
1493 Market Street
Tallahassee, FL 32312
(850) 893-5699

E-mail me at: Steve.Foster@ExpertSupervisor.com