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Mc connell pp_ch21
 

Mc connell pp_ch21

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    Mc connell pp_ch21 Mc connell pp_ch21 Presentation Transcript

    • Umiker's Management Skills for the New Health Care Supervisor, Fifth Edition Charles McConnell
    • Chapter 21 Employees with Problems  
    • The Marginal Performer
      • Ask yourself:
        • Is this person bored with the jobs?
        • Are the person’s social needs being met?
        • Would a transfer help?
        • Are the person’s ego needs being met?
    • For Older Employees
      • Acknowledge experience and seek their advice.
      • Use them as mentors or trainers.
      • Explain the need for change; get them involved; provide more training if needed.
      • Encourage them to attend professional meetings.
    • For Older Employees
      • If they are winding down toward retirement, approve their occasional requests for time off without pay.
      • Listen to their plans for retirement; be sympathetic.
      •  
    • Parents of Latchkey Children
      • Provide understanding and slack whenever possible but be wary of inconsistent treatment of employees—you should not do for one what you are not able to do for anyone similarly situated.
    • The Absent Employee
      • Be certain employees know that sick leave is a benefit, not an entitlement.
      • Eliminate causes of job dissatisfaction as much as possible..
      • Set an example. The supervisor’s attendance record should be a visible, positive example for the employees.
    • The Absent Employee
      • Maintain complete and accurate attendance records, and make no secret of the fact that you monitor absenteeism.
      • Be conscious of patterns of absenteeism, for example, weekend stretching or absence immediately before or after a holiday.
    • Common Signs of Personal Problems
      • increased absenteeism, especially if exhibited by an individual with a good record;
      • frequent absences from the workstation;
      • confusion or difficulty concentrating;
      • decreased productivity or diminished work quality;
    • Common Signs of Personal Problems
      • friction with other employees;
      • unusual or atypical behavior, for example, temper tantrums or emotional outbursts;
      • becoming accident prone; and
      • alcohol on the breath.
    • Signs of Possible Drug Involvement
      • receives visits from strangers or employees from other areas or meets these people outside of the building;
      • is suspected of theft;
      • makes secretive telephone calls;
      • visits the washroom or locker room for long periods;
    • Signs of Possible Drug Involvement
      • wears dark glasses indoors;
      • wears long-sleeved shirts in hot weather;
      • has blood stains on the shirt sleeves; and or
      • perspires excessively.
    • For a Suspected Problem
      • Hold a frank counseling session and --
      • Make certain the employee knows what is expected and that documentation of your observations is complete.
      • Describe the unacceptable behavior or results without stating what you believe the underlying problem to be.
      • Do not accuse the employee of having a personal problem, but encourage such an admission.
    • Questions for the Employee
      • Are you aware that your performance has fallen below the standard for the job?
      • Is it possible that a personal problem may be at the root of this?
      • Are you aware of our employee assistance program?
      • Is there anything I can do to help?
    • Follow-Up Counseling
      • If the employee’s performance fails to improve, hold a second counseling session.
      • If the employee still does not admit there is a personal problem, again offer help.
      • Emphasize that the person’s job may be in jeopardy if performance does not improve
    • If Employee Cooperates:
      • continue your support.
      • expect occasional backsliding or relapses.
      • acknowledge good work and noticeable improvement.
      • Resist any temptation to lighten the employee’s load.
    • Precautions
      • Use only job performance to initiate corrective procedures.
      • Never apologize for bringing up performance deficiencies.
      • Do not try to be a diagnostician. You are an “expert” only in the area of performance.
    • Precautions
      • During your counseling interview, do not discuss personal problems in depth and do not attempt to offer advice.
      • Do not moralize. There should be no stigma attached to personal problems.
      • Be firm, but do not take punitive action until after counseling has been declined.
    • “People Problems”
      • People problems are not unnecessary intrusions on the supervisor’s time; rather, people problems will always be part of the supervisor’s responsibility. If there were no people problems, far fewer supervisors would be needed.
    • Salvaging Employees
      • Salvaging an under-performing employee can be a daunting and time-consuming task, but salvaging one employee can be far more satisfying than terminating a dozen under-performers.
    • For Feuding Employees:
      • Caution them that if they do not work out a solution, you will take action.
      • Seek some common ground or general area of agreement.
      • Listen to both sides impartially.
      • Ask each person what he or she would like to change. Review areas of agree­ment and disagreement.
    • For Feuding Employees:
      • Discuss the pros and cons of each alternative, and get them to agree to one possible solution.
      • Clarify expected future behavior.
      • Congratulate them on reaching an agreement.
      • Follow up. Hold additional sessions if necessary.
    • Unethical Behavior in the Workplace:
      • Instructing people to do whatever is necessary to achieve results
      • Taking credit for other people’s ideas or shifting blame to others
      • Playing favorites among staff
      • Lying or falsifying records
      • Billing for work not performed
    • Unethical Behavior (more)
      • Deliberately making false or misleading statements
      • Divulging personal or confidential information
      • Failing to report violations of legal requirements
      • Failing to report health and safety hazards or accidents
      • Theft
    • “From the Top Down”
      • Employees are more likely to make unethical decisions when management makes it difficult for them to avoid doing so.
    • Effective Ethics Programs --
      • -- include a code of ethical conduct, provide for employee training in the ethics of the workplace, include a monitoring system, and provide an ethics “hotline.”
    • Ethics and the Supervisor
      • One of the surest ways of encouraging ethical behavior among employees is to lead by example, always demonstrating honesty and ethical conduct in all matters.