Dashir Management Services Inc. Presents:

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Dashir Management Services Inc.Presents
Dealing Effectively With Unacceptable
Employee Behavior

• Presented by
• Pat Lang, Director of Operations
• Brady Flaherty, Facility Manager GSL Schools

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Introduction

• Do you have employees who exhibit unacceptable
  behaviors?
• What have you done about them?
• Todays goal To obtain tools to help you deal
  with those behaviors
• Even if youve been a manager for a while, it is
  hoped that you will come away with some new
  insight into how you deal with these behaviors.
• Notice, we are talking about behaviors, not the
  people themselves
• Interactive, please feel free to interject with
  comments or suggestions.

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Agenda

• Identify the Root Causes of Performance Problems
• Tips for Maintaining a Clear, Open Communication
  Channel with a Problem Worker
• How to Deal with Performance Issues
• Positive Intervention Techniques for Turning
  Performance Problems Around
• When to Terminate
• How to Protect Yourself and Your Organization
  From Grievances and Legal Problems

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Warning signs that a performance problem is
brewing

• Performance Issues
• Issues related to actual job performance
• Employee Behaviors
• Behaviors that can cause performance issues

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Warning signs that a performance problem is
brewing

• Performance Issues
• Diminishing or inconsistent work quality
• Lowered productivity
• Unexplained absence from work area
• Resistant to change
• Doesnt volunteer for assignments
• Shows little or no initiative
• Doesnt make contributions in meetings
• Poor concentration

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Identifying the Root Causes of Performances
Problems

• Reasons employees may not be performing up to
  standards
• Lack of Training
• Poorly defined roles
• Insufficient feedback
• Shifting organizational priorities
• Incapability of achieving the target tasks
• Improper understanding of priorities

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Warning signs that a performance problem is
brewing

• Employee Behaviors
• Avoids Friends and colleagues
• Blames others for faults or errors
• Complains about problems at home
• Disheveled personal appearance
• Complains about illness
• Gets upset without provocation
• Frequent financial problems

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Inadvertent Contributions to Performance Problems

• Consider whether youre an approachable manager
• Does your staff feel comfortable discussing
  issues that are effecting their performance?
• When it comes to personal mattersremember
• DO NOT GIVE ADVICE
• DO NOT DIAGNOSE
• DO NOT GUESS WHAT CAUSED THE PROBLEM OR WHAT
  HAPPENED
• Problems outside of work
• Contact Cheri at HR for options regarding help
  Dashir can provide or recommend to employees who
  are struggling outside of work.
• When a Problem employee really isnt the
  problem
• Be sure your perception of the employee isnt
  the problem.

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Gauging the difference between performance and
personality clashes

• Make a list of performance issues
• What does employee do well?
• What does the employee need to improve?
• Review the list and separate
• Employees performance
• Employees personality or background
• Assess your relationship with the employee using
  CART

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C.A.R.T.

• Confidence in the employee?
• To what degree to you have faith in them?
• Affection toward the employee?
• To what degree do I like or dislike this person?
• (If you dislike them.why?)
• Respect toward the employee?
• To what degree do I have respect and confidence
  in them?
• Trust the employee?
• Ultimately do you trust them to do their job?

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Inadvertent Contributions to Performance Problems

• The most profound way in which managers
  contribute to employee performance problems is by
  becoming disengaged from their employees.
• Balance negative with positive consequences
• Positive consequences increase frequency of
  desired behavior
• Negative consequences will decrease frequency of
  desired behavior
• Examples of unintentional negative consequences
  for good performance
• The employee who gets work done gets reduced
  hours and less pay
• The worker who gets extra work because he or she
  works harder.
• What are intentional negative consequences?
• Criticism
• Disciplinary action
• Lack of interaction with employees

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Why Managers fail to recognize/address
Performance Problems

• Managers may fail to recognize because
• They prefer to avoid conflict
• Employees strength in some areas mask weakness
  in others
• Personal Friendships
• Employee deception
• Managers may fail to address because
• They are uncomfortable as a disciplinarian
• They hope problem will resolve itself
• The process didnt work before
• Fixing one problem may bring out another
• Lack of time
• Managers may fail to coach because
• They fear failure - They lack
  confidence in their abilities
• They fear employee resentment -
  They fear the situation getting out of control
• Lack of time

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How to deal with confirmed performance issues

• Level 1 Coaching
• Level 2 Counseling Meeting, (Verbal)
• Level 3 Disciplinary Meeting, (Written)
• Level 4 Termination

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When Coaching, make your CASE

• C Clarify your position
• A Assert your position
• S Seek Solutions
• E Evaluate options and create agreements

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Coaching is

• Constructive feedback - Characteristics
• Start with a positive
• Be specific rather than general
• Focus on behaviors, not the person
• Offer alternatives
• Descriptive instead of evaluative
• Use I statements
• Own your feedback
• Leave the employee with a choice
• Commit to a follow up meeting

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Coaching is

• Avoid making emotionally charged statements
• Critical Statements
• That was a stupid questions.
• Only an idiot couldnt have figured that out.
• This is garbage work.
• You Statements
• You always come to work late.
• You always have to blame our shoddy work on
  others.
• You never help your co-workers when asked.

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Avoid Communication Breakdowns

• Use active listening skills
• Slow down, repeat their last point, use listening
  trick
• Praise employee in a timely manner, (daily)
• Set common agreed upon goals
• Follow up on previous goals
• Document, Document, and then Document again

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Avoid Communication Breakdowns

• DONT
• Ignore potentially problematic employees
• Set unrealistic goals
• Be vague when giving feedback
• Give criticism or negative feedback in passing or
  by leaving a note.
• Listen, first. Then think. Then speak.

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Positive intervention techniques to turn
problems around

• Preparing for counseling meeting
• Avoiding the most common reasons improvement
  plans fail to work
• Avoiding common Managerial tendencies when
  dealing with problem employees
• Corrective vs Punitive actions
• Developing a performance plan
• One vital step to gain employee acceptance for
  solutions

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When Counseling

• Counseling meeting
• The most common reasons improvement plans fail to
  work
• Employee follow up. An active relationship must
  be maintained.
• Common Managerial tendencies to avoid
• Avoiding problems
• Forgetting to listen
• Wasting time on insignificant problems
• Lecturing
• Losing control when an employee becomes upset
• Failing to adequately prepare for disciplinary
  meeting

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When Counseling

• Corrective vs Punitive actions
• Corrective actions focuses on helping the
  employee improve through additional training
• Using this, the manager will gain the respect of
  the employee and get better results
• Punitive action focuses on punishment for
  incorrect work and doesnt help the employee
  improve through training
• Using this, the manager will experience
  resentment and resistance from the employee.

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When Counseling

• Elements of a successful Performance Improvement
  Plan
• Improvement Area
• Action Plan
• Top two or three objectives that employee will
  work on during given time period
• A list of attainable goals youll work on during
  same time to help the employee improve
  performance, make job less frustrating and more
  enjoyable.
• Consequences for success and failure
• Follow up / evaluation method and time frame.
• Note anything in writing should go in personnel
  file including Good job notes

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When Counseling

• One vital step you must take to gain employee
  acceptance for the solution to a performance
  problem
• Involvement
• When coaching or counseling employees, the vital
  element that will impact whether they resist
  your coaching or counseling is how involved you
  make them in the process.

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Counseling MeetingsWhat to say and not to say

• How to ask the employee to meet with you
• Confidentially set up the meeting yourself
• Let the employee know what the meeting is about.
• Reaffirm date, time, and location. End on a
  positive note.
• What not to do when requesting a meeting
• Dont have someone else set up the meeting
• Dont request the meeting in a note to the
  employee
• Dont say too little or too much
• Dont set it up on the spur of the moment.

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Preparing for an effective Counseling Meeting

• Review reasons for meeting
• Review your goals and any prior reviews with the
  employee
• Allow 30 minutes
• Ensure there are no distractions during the
  meeting, (visitors, phone calls, etc.)
• Sit with employee, not at your desk
• Write out a script for yourself and rehearse
• Make sure you have items to take notes

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Preparing for an effective Counseling Meeting

• Checklist for conducting meeting
• Use positive body language and make eye contact
• Explain purposes of meeting, be objective
• Be aware of employee theatrics
• Ask open-ended questions to engage employee
• Listen, paraphrase their responses
• Give specific examples of work performance, do
  not repeat rumors
• Obtain employee input prior to offering solutions
• Develop a written plan
• Express confidence in employee
• Use what motivates the employee to come to work
  to motivate them to change
• Provide appropriate resources or support the
  employee needs
• Explain company policy if appropriate
• Schedule a follow-up meeting

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Conducting a formal Discipline Conference
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Disciplinary Meeting, use the GREAT problem
solving model

• G Goals
• Behavior goal(s) you would like to achieve
• The purpose for these goals to be implemented
• R Roles
• Define, in behavioral terms, roles you want to
  play and have the other person play in your work
  situation
• E Expectations
• Expectations for satisfactory performance
• Expectations for outstanding performance
• A Abilities
• Is the problem a Dont Know, Cant Do or
  Wont Do?
• Always assume its a Dont Know first, then
  escalate Youll be more successful
• Dont Know The employee needs instruction /
  training
• Cant Do The employee needs more training or
  give task to another person
• Wont Do Consider what are the rewards and
  punishments (from the employees point of view)
  for refusing to do the job correctly
• Performance is punished, (list negative
  consequences of doing the job correctly)
• Failure is rewarded, (list positive consequences
  of not doing the job correctly)
• T Time
• Consider your timetable
• Does the situation call for immediate or gradual
  change?

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Steps in conducting a formal Discipline
Conference

• Step 1 Document efforts to help employee improve
• Step 2 Document verbal warnings
• Step 3 Document performance improvement plan
• Step 4 Issue a written warning as a result of a
  disciplinary conference.

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When to Terminate

• Checklist to determine when Termination is the
  best course of action
• The employees work record
• The overall treatment of the employee
• The severity of the present disciplinary actions
• The consequences of firing the employee
• Any legal implications
• The source of the problem
• Consult employee handbook for what violations
  constitute misconduct

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When to Terminate

• Are final warnings a good idea / practice?
• No
• An employee who has already had three chances to
  improve is unlikely to turn things around on the
  fourth try.
• Cut your losses (in time and energy) than to keep
  trying to inspire improvement.

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When to Terminate

• Three things you must do before terminating and
  employee for reasons other than gross misconduct
• Check with supervisor to be sure all procedures
  have been followed
• Ensure all documentation is in place
• Conduct the termination meeting when you are calm
  and able to remain in control.

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Conducting a Termination Meeting

• Schedule a short meeting, no longer than 15
  minutes
• Plan what youll say in the meeting
• Ensure that the conditions of termination have
  been made known to the employee
• Avoid any reasons for firing that may lead to
  charges of discriminations
• Escort employee off the premises
• Document the meeting
• After the meeting
• Inform rest of the employees while maintaining
  the former employees privacy
• Notify customers if appropriate, (consult with
  supervisor)
• Determine how to handle any future communication
  with former employee
• Develop a transition plan

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Protecting yourself and company from legal
problems

• Five Potentially Explosive Scenarios to Avoid at
  all Costs
• Terminating an employee without documentation
• Terminating an employee because of issues related
  to sex, age, religion or other possible areas of
  discrimination
• Conducting the termination meeting without
  someone else attending
• Conducting a termination meeting without
  preparing for it
• Losing your temper in the middle of the
  termination meeting

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Protecting yourself and company from legal
problems

• To reduce the risk of a lawsuit
• Avoid embarrassing the terminated employee
• Avoid arguing with the employee during the
  termination meeting
• Have at least one witness present
• Have employee sign and date all documentations
• Have the companys policies and procedures manual
  in the meeting
• Show the employee that the company cares

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The Progressive Disciplinary Process

• Level One Coaching
• Done daily
• Clarify their position
• Assert your position
• Seek solutions
• Evaluate options and create agreements
• Level Two Counseling Meeting
• A platform to inform the employee that their
  performance needs improvement
• Level Three Disciplinary Meeting
• Goals
• Roles
• Expectations
• Abilities
• Time
• Level Four Termination Meeting
• Must follow policy procedures along with proper
  documentation methods

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Discussion and activity

• Implement team building ideas
• What motivates them to come to work?
• Enjoyment
• Pay
• Who they work with
• Who they work for
• Because of their children
• How do they view appreciation / acceptance?
• Words of affirmation
• Gifts
• Pay
• Quality time with team members
• Acts of service, help
• Developing team mission and vision statement

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Passion Births Vision Ability is not enough to
enable us to reach our potential. Opportunity
alone will never get us to the top. Knowledge is
a great asset, but comes up short helping us "be
all that we can be." Even putting together a good
team is not sufficient. Passion is the
difference-maker. In my years of observing
people, I have never seen an individual reach his
potential without passion. Horst Schultze, former
COO of the Ritz Carlton says You are nothing
unless it comes from your heart. Passion, caring,
really looking to create excellence. If you
perform functions only and go to work only to do
processes, then you are effectively retired. And
it scares me - most people I see, by age 28, are
retired... If you go to work only to fulfill the
processes and functions then you are a machine.
You have to bring passion, commitment and caring
- then you are a human being. Without passion we
stop dreaming and settle for survival. We
relinquish heartfelt vision in exchange for
security and comfort. One team of researchers
followed a group of 1,500 MBA's over a period of
20 years. At the outset of the study, the
participants were divided into two groups, Group
A and Group B. Group A, 83 percent of the sample,
was composed of people who were embarking on a
career path that they had chosen solely for the
prospect of making money now in order to do what
they wanted later in life. Group B, the other
17 percent of the sample, consisted of people who
had chosen their career paths so that they could
do what they wanted to do now and worry about the
money later. The data showed some startling
revelations At the end of the 20-year period,
101 of the 1,500 had become millionaires. Of
the millionaires, all but one - 100 out of 101 -
were from Group B, the group that had chosen to
pursue what they loved. In summarizing the
research for his book Getting Rich Your Own Way,
Srully Blotnick observed the following "A
missing ingredient had to be present if someone
was going to become rich they had to find their
work absorbing. Involving. Enthralling." The
success stories choose passion over predictable
earnings. They had a vision for life beyond
material riches, and ironically, they ended up
generating the most wealth.
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Closing

• You are the key to your teams success
• It is how you know and view your staff that
  determines how successful your team will be
• It is how well you know your staff that will
  create buy in from the district you serve.
• Remember everyone you encounter in your job is
  who you serve.