DEALING WITH DIFFICULT EMPLOYEES

728 views
700 views

Published on

Published in: Business, Technology
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
728
On SlideShare
0
From Embeds
0
Number of Embeds
6
Actions
Shares
0
Downloads
85
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide
  • The intent of the title is to create a semi-humorous link to the idea that the performance evaluations are frustrating experiences, but that the course will offer hope that by application of simple principles, they don’t have to be. Of course, Angie, you can call yourself whatever you wish, this was just a suggestion!  PS: I took the pic from the masthead of the website, thought it would make a better background than anything offered in Windows. I would imagine that you could use it internally without any copyright issues. But it is one more means to communicate this is outside of the “ordinary” presentation. Of course the next obstacle is to deliver on the promise! On the slide master, you will want to put an information line at the bottom, usually with the presentation title and slide number (sometimes putting in the date is valuable too). If a logo is used, it should appear in the lower left of the slide master.
  • This merely sets up what will be discussed in the remainder of the presentation. Clearly one of the aims of this presentation is for supervisors and admins to stop looking at Performance Evaluations as an isolated event to be dreaded at all costs, but to see them as part of a bigger picture of employee development and performance management. The fact that they are treated primarily as contractual obligations directly correlates to why they are such a pain.
  • The focus of this slide is to differentiate the two “visions” of Performance Evaluations. If all the leaders want to do is ensure compliance, that is acceptable but they are missing an opportunity. By looking at the Evaluations as a Performance Management tool instead of a required chore, the leader can not only achieve better net performance but avoid some of the unpleasantness associated with conducting the Evaluations. The purple, scripted quote at the bottom of the page should be introduced as the first of several take-aways the leaders should get out of this presentation. These will occur several more times during the presentation, to provoke thought on the part of the leaders attending this presentation.
  • In general terms, remind the leaders why these employees are here: ideally, to contribute to the leaders’ departments in achieving their missions. Employee development is an on-going process, and leaders should communicate frequently and clearly about employee performance relative to the mission. So that when it is time for their scheduled performance evaluation, a year’s worth of pent-up frustration is not unexpectedly unleashed on an employee who had no reason to expect their performance was anything less than acceptable.
  • This is an animation that will run on its own, and at the end will advance to the next slide.
  • The preparation for the performance evaluation is not haphazard, but must connect directly and visibly to the department’s function and mission. Not only how the employee is contributing to the mission, but how the employee is progressing toward more fully meeting the mission.
  • Another little animation that will play itself through and then advance to the next slide
  • This slide begins by showing the top four graphs, and the paragraph in red, that says “the answers to each of the denial statements are:” The animation advances on mouse clicks, and reveals suggested answers to the denial statements. This would be a good opportunity for interactive discussion with the audience, possibly to ask the audience for other possible denial statements and how they may be handled.
  • Another little animation that will play itself through and then advance to the next slide
  • To conclude the presentation, identify whom supervisors can contact for further help and assistance, and/or where on the intranet they can find additional resources.
  • DEALING WITH DIFFICULT EMPLOYEES

    1. 1. Dealing With Difficult Employees Cal Poly Pomona - Employee Relations Oct. 2006
    2. 2. Focus of This Discussion: Performance Management – How We Do Business Common Errors, Mistakes, and Missteps Preparing for the Discussion Talking to Your Employee “ Tough Situations” – What Are they? Respond, Don’t React! Understanding Emotions Set Yourself up for Success!
    3. 3. Performance Management – How We Do Business To Guide Employees toward Best Performance Practices To Help Employees Understand and Achieve Established Work Performance Expectations To Build Solid Working Relationships “ Performance Management Improves Performance and Benefits Everyone!”
    4. 4. Performance Management Communicating your Department’s Mission Each Employee Plays a Part in Achieving the Mission Through Task performance, Communication, and Skills Utilization Their development, as well as performance, is a continuous process, requiring on-going feedback Do Not Wait for the Annual Performance Evaluation to give feedback. It should NOT be the only communication the employee receives about their performance or contributions.
    5. 5. Not-so-great Moments Part 1 HEY BOSS! UH, YEAH?? THAT PROJECT IS NOT GOING TO WORK. WE TRIED IT 10 YEARS AGO AND IT FAILED! IF IT’S NOT BROKE, WHY FIX IT? SO YOU’VE DOOMED IT TO FAILURE? THAT’S JUST TYPICAL. I CAN’T RELY ON YOU FOR ANYTHING!!
    6. 6. Performance Management – Common Errors, Mistakes or Missteps <ul><ul><li>Avoidance - You Do Nothing, perhaps hoping it will go away or resolve itself, but the behavior continues. </li></ul></ul><ul><ul><li>Procrastination - You Intend to get around to it, but You Don’t. Time slips away and dealing with it is no longer timely, or the problem has gotten worse. </li></ul></ul><ul><ul><li>You Don’t Know What To Do in a Union Environment; Afraid to Look Silly, So You Don’t Ask </li></ul></ul><ul><ul><li>You’re Concerned that You Will “Rock the Boat” or that its the “Way Things Have Always Been” </li></ul></ul><ul><ul><li>You hope the Lead will deal with it, but You’re the Manager! </li></ul></ul><ul><ul><li>It’s Conflict and it could get Ugly. </li></ul></ul><ul><ul><li>Why Can’t People Just Do Their Job… </li></ul></ul><ul><ul><li>Procrastination… </li></ul></ul>“ Knowing where you can go wrong will help you avoid the pitfalls”
    7. 7. “ Preparing” for the Discussion Be prepared to LISTEN! Focus on the actual job performance &/or behaviors —stick to the facts and what you “know” (avoid rumors or hearsay, verify facts before you meet) Identify—and prepare enough time to focus on the positive attributes of the employee’s performance Identify—and be ready to discuss—the next steps in employee development, whether remedial steps, goals, or growth-type activities If Goals, Development, or Improvement actions were identified previously, be prepared to discuss progress You and Your Employee are “Invested” in the Organization. Make the Investment Work For Both of You!
    8. 8. Not-so-great Moments Part 2 EVERYBODY SAYS YOU HAVE A PROBLEM GETTING ALONG WITH OTHERS, AND YOU ARE LAZY!! WHAT ARE YOU TALKING ABOUT? I WORK TWICE AS HARD AS EVERYBODY. THEY’RE JUST JEALOUS!! THAT”S NOT WHAT I HEAR. I NEED TO GO TO A MEETING NOW…
    9. 9. The most effective improvement plans are those in which both supervisor and employee share ownership. Talking to Your Employee Tell the truth, in a respectful but direct manner. Remember to focus on the actual job-related issues and behavior based on data, or what you “know” Do not attack the employee’s character under ANY circumstances. Always maintain Mutual Respect. For each issue, solicit the employee’s ideas about how to adjust and improve—but also have a plan of your own Ensure you communicate clearly what the expectations are, what the employee needs to do, specify timeframe, how it will be measured and how you will support/aid the effort
    10. 10. When It Gets Hot —Respond, Don’t React! Lack of Accountability or Denial: Lack of Accountability or Denial takes many forms: “I should not be expected to do that,” “well, I’m better than so-and-so,” “I didn’t get trained well,” among others excuses Keep the focus on the employee and department requirements, and keep “returning the ball to their court.” I have made clear what the department expectations are, and you are expected to comply with them. The answers to each of the denial statements above are: You are being evaluated based on the classification standards for your position and your performance, and not against other employees. If you believe you are not adequately trained to perform a task, you can always come to me and express your concern.
    11. 11. <ul><li>When It Gets Hot —Respond, Don’t React! </li></ul><ul><li>The Angry Employee – Blames or Attacks </li></ul><ul><li>Stay Focused, </li></ul><ul><li>Do Not Let It Get Personal </li></ul><ul><li>Refer Discussion Back to the Facts, </li></ul><ul><li>Remind the employee that you have a plan for the employee to improve </li></ul><ul><li>The Disagreeable Employee - Argumentative </li></ul><ul><li>Disagreeing can be healthy; respect differences of opinion, but stay on Topic </li></ul><ul><li>Disrespecting you is NOT healthy. IF the conversation gets “ugly” stay calm and focused, but firmly let the employee know that unprofessional behavior will not be tolerated. </li></ul>
    12. 12. When It Gets Hot —Respond, Don’t React! <ul><li>The Whiner - Finds fault in Everything </li></ul><ul><ul><li>Listen, acknowledge, paraphrase </li></ul></ul><ul><ul><li>Avoid accusation-defense-accusation </li></ul></ul><ul><ul><li>Ask specific Q’s </li></ul></ul><ul><ul><li>Engage them in possible Solutions </li></ul></ul><ul><li>The Pessimist - It won’t work </li></ul><ul><li>Don’t Offer Solutions until the Problem has been </li></ul><ul><li>thoroughly discussed </li></ul><ul><li>When Discussing alternatives, Ask Q’s </li></ul><ul><li>Be Prepared to Give Clear and Specific Instructions </li></ul>
    13. 13. When It Gets Hot —Respond, Don’t React! <ul><li>The Know-It-All – The Expert on Everything </li></ul><ul><ul><li>Listen & Paraphrase </li></ul></ul><ul><ul><li>Do your homework: they want answers </li></ul></ul><ul><ul><li>Don’t Challenge Their Expertise </li></ul></ul><ul><ul><li>Don’t Overgeneralize </li></ul></ul><ul><ul><li>Watch Out for your Own Know-It-All responses </li></ul></ul><ul><li>The Bomb – Loses control & Temper Tantrums </li></ul><ul><ul><li>Allow venting, but move to Problem-Solving </li></ul></ul><ul><ul><li>Set Respectful Boundaries </li></ul></ul><ul><ul><li>Show that you take Them and their Concerns Seriously </li></ul></ul><ul><ul><li>Use Active Listening </li></ul></ul>
    14. 14. When It Gets Hot —Respond, Don’t React! <ul><li>The Clam – No reply, grunts, just ‘Yes” or “No” </li></ul><ul><ul><li>Ask Open-Ended Q’s </li></ul></ul><ul><ul><li>Wait for response: don’t fill the silence </li></ul></ul><ul><ul><li>Comment on What’s Happening in the Interaction </li></ul></ul><ul><ul><li>Be patient </li></ul></ul><ul><ul><li>Allow Plenty of Time </li></ul></ul><ul><li>The Dawdler – Indecisive, stalls, procrastinates </li></ul><ul><ul><li>Listen for Issues-Engage them in Problem-Solving </li></ul></ul><ul><ul><li>Don’t Take on Their Problems Yourself </li></ul></ul><ul><ul><li>Concentrate on Examining the Facts </li></ul></ul><ul><ul><li>Give Support for Any Decision They Offer </li></ul></ul><ul><ul><li>Clarify Who’s Responsible for What </li></ul></ul>
    15. 15. Understanding Emotions <ul><li>Recognize that People have Different Motivations, Needs, Styles, & Fears </li></ul><ul><li>Anger & Control </li></ul><ul><ul><li>Understand that Stress and Fear lead to anger </li></ul></ul><ul><ul><li>He Who Angers Me Controls Me </li></ul></ul><ul><ul><li>We cannot be in Control when Angry </li></ul></ul><ul><ul><li>He Who’s In Control Wins </li></ul></ul><ul><li>Mutual Respect </li></ul><ul><ul><li>If people Perceive that Others Do Not Respect them, the conversation Become Unsafe and Ends </li></ul></ul><ul><ul><li>Watch for defensiveness, highly charged, fear turns to anger, pouting, name-calling, yelling, and threats. </li></ul></ul><ul><ul><li>Do Others Believe that You Respect Them? </li></ul></ul>
    16. 16. Much Better Moments Between You and Your Employees! … I”VE ANSWERED ALL OF YOUR CONCERNS, AND WE BOTH AGREE ON THIS ACTION PLAN. NOW IT IS UP TO YOU TO CARRY IT OUT… WELL, IT SURE SOUNDS LIKE IT WILL WORK. I’LL TRY. I APPRECIATE THAT YOU TOOK THE TIME AND YOUR SUPPORT I KNOW YOU CAN SUCCEED. LET ME KNOW HOW I CAN HELP! I LOVE THIS JOB!!!
    17. 17. For Helpful Assistance, Contact… Angie Hernandez, Manager, Employee Relations Ext. 5392 [email_address] U’Pal King, Lead Employee Relations Coordinator Ext. 3729 [email_address] Nolan Dyo, Employee Relations Assistant Ext. 5391 [email_address] Ann Overman-Scott, Director, Human Resources Ext. 4987 [email_address]

    ×