PAGE 1. April 26, How to Deal with a. PRESENTER: Allison Bateman. Problem Employee

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1 How to Deal with a April 26, 2017 PRESENTER: Allison Bateman PAGE 1 Problem Employee

2 Accountability PAGE 2 Every employee needs to be held accountable for their own success, based on what they do or don t do NOT who they are. All employees are expected to meet performance standards and behave appropriately in the workplace.

3 Protected Characteristics PAGE 3 Gender, gender identity, gender expression Marital/domestic partner status Race, color, ancestry, ethnicity Age Physical, mental, medical disability Association with a person who has disability Genetic characteristics Pregnancy, childbirth, or related medical condition Breastfeeding Military or veteran status Victims of domestic violence

4 Mantra for Performance Management PAGE 4 No Surprises!

5 Where Does Performance Management Start? PAGE 5 Hiring Formal Performance Management System Coaching Formal Reviews Goals PIPs Mentoring Feedback

6 Where Does Performance Management Start? PAGE 6 Hiring Process Asking the right questions; background checks; reference checks Initial Meetings After Hire Set your expectations from Day 1 Review job description Review company policies (attendance, dress code, use of company property, introductory period, discipline process, etc.) Create a work plan/goals Who can they go to for support? Continual Coaching Checking in, following up, and re-evaluating

7 Types of Performance Management PAGE 7 Coaching Progressive Discipline

8 Coaching PAGE 8 Fosters appropriate behavior by encouraging employee participation. Discuss your expectations/policies Identify the problem Set clear, measureable, achievable goals Document the conversation Follow up on the progress Goal Strive to create high functioning employees who understand the mission of the organization and the why.

9 Five C s of Coaching Conversations PAGE 9 Clarity Compassion Curiosity Confirmation Commitment

10 Progressive Discipline PAGE 10 Allow managers to intervene and nip it in the bud Help to achieve high performance and productivity Ensure consistency and fairness in dealing with employee issues Lay the groundwork for fair, legally defensible employment terminations for employees who can not or will not improve Because progressive discipline is based on communication and collaboration, it helps employees improve, which is the ultimate goal of any disciplinary process.

11 Progressive Discipline PAGE 11 Counseling Oral Warning Written Warning Suspension Termination These are options, not steps!

12 Progressive Discipline Options PAGE 12 Partner with HR during the process Maintain consistency within the organization Know your policy Should allow you to exercise discretion Serious incidents may require moving immediately to suspension or termination Theft, violence, falsification of records, ethics violations

13 Results of Inadequate Discipline PAGE 13 Organizational Liability Management Liability Decreased Productivity Low Morale Increase Turnover Increase Costs to the Organization

14 Having the Hard Talks PAGE 14 Plan and prepare for the meeting Date, time, and location What s your message? Structure message to employee Anticipate reactions Documentation Practice makes perfect Avoid distractions Computers, phones What is your mental state? Be clear and direct on how the employee is not meeting the standard

15 Having the Hard Talks PAGE 15 Be an active listener Open ended questions Stay on the issue, not the person but he does this State the specific consequences What happens next? Document the conversation Follow Up

16 Documentation PAGE 16 Why do we HAVE to document? - Assist a manager s memory - Helps employees know what they need to do - Acknowledge good and poor performance - Support employment decisions (promotions, demotions, terminations) - Reduce management and organization liability

17 Types of Documentation PAGE 17 Formal Maintained by HR Reviews Performance Improvement Plans (PIPs) Counseling Notices Suspension Notices Termination Notices Informal Maintained by You Key Event Documentation Good & Poor Performance Notes

18 Informal Documentation PAGE 18 Can be subpoenaed Help manager to prepare performance reviews or discussions Examples of informal documentation include: - Customer accolade or complaint - Positive performance - Coaching or training session - Counseling discussion

19 Documenting Tips PAGE 19 Avoid slang language Do not use unnecessary technical jargon Avoid stereotypes (macho, troublemaker, dinosaur, un-ladylike, etc.) Emotional content Avoid exaggerations (always, never, too many) Do not abbreviate, editorialize, or characterize Avoid imprecise terms (untimely, incomplete, incapable) Do not tamper or post-date Do not reference authorized leaves of absence when addressing attendance, punctuality, or dependability If you keep documentation on your computer, do not save on a shared drive

20 Documenting Tips PAGE 20 Be consistent Be specific Focus on the behavior, not the attitude Include concrete examples Tie to relevant performance standards/job duties Write in clear, factual manner Objective v. subjective Document on the same day as the conversation File the documentation according to your organization s policy Document everyone you manage Re-read your documentation

21 Document Checklist PAGE 21 Date the document was prepared and signature of preparer Date and location of conversation and all involved Description of what occurred If a policy or rule has been violated, identify it in its entirety The severity of the act Steps the employee needs to take to improve Management s offer to help Internal or external resources (EAP, training courses, etc.) If the document will be filed in the employee s file, state that If you reference other materials ( s, policies, documents), attach them Similar performance/conduct violations Space for employee signature, stating they received, read, and understand the document

22 Helpful Hints PAGE 22 Start coaching from Day 1 Don t let poor performance go Give feedback multiple times in multiple ways No surprises Follow up Consistency is key Focus on the behavior Discipline is a set of options, not steps Time spent coaching employees means more time for you later DOCUMENT, DOCUMENT, DOCUMENT!

23 QUESTIONS? PAGE 23