Protect Your Practice- Hiring Toxic Employees Can Hurt You!
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Dr. Christine Allen presented on how hiring toxic employees can hurt a business. Toxic employees are defined as those who complain frequently, are slackers, create unnecessary drama, are irresponsible, lie, cheat or steal. They can create a toxic workplace which costs between 2 to 5 times an employee's salary to replace due to lost knowledge, connections and brand reputation if they leave. Employers can reduce this risk by hiring for good attitude, personality fit, emotional intelligence and cultural fit. Specifically, screening out narcissistic, passive-aggressive or volatile personalities can help avoid toxic hires.
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Protect Your Practice- Hiring Toxic Employees Can Hurt You!
- 1. Presented by: Dr. Christine Allen Psychologist & Executive Coach PROTECT YOUR PRACTICE: HIRING TOXIC EMPLOYEES CAN HURT YOU Central New York Healthcare Business Alliance: Promoting Best Practices In Healthcare www.insightbusinessworks.com
- 2. w w w . I n s i g h t b u s i n e s s w o r k s . c o m “Healthcare is the most difficult, chaotic, and complex industry to manage.”— Peter Drucker
- 3. w w w. I n s i g h t b u s i n e s s w o r k s . c o m What makes someone a toxic employee?
- 4. Complaining Slacker Persistent negativity; creates unnecessary drama “Know-it-all” Irresponsible Lies, cheats, steals Blames others; defensive Self-centered and entitled Inflated sense of self Aggressive, explosive, demeaning w w w . I n s i g h t b u s i n e s s w o r k s . c o m
- 5. w w w . I n s i g h t b u s i n e s s w o r k s . c o m Toxic Employees Can Create a Toxic Workplace Courtesy Istock photo
- 6. w w w . I n s i g h t b u s i n e s s w o r k s . c o m Costs of Toxic Employees • Between 2 to 5 times employee’s salary to replace • Your best people may leave • Affects the brand and public image • Knowledge, experience walks out the door • Connections are broken (patients, vendors, partners)
- 7. w w w. I n s i g h t b u s i n e s s w o r k s . c o m • Attitude • Personality • Emotional Intelligence • Cultural Fit Reduce Risk by Hiring For:
- 8. w w w . I n s i g h t b u s i n e s s w o r k s . c o m Attitude, Values and Motivation: • Extra mile • Initiative • Takes responsibility • Wants to grow and develop • High integrity
- 9. w w w . I n s i g h t b u s i n e s s w o r k s . c o m Personality: Individual’s unique constellation of consistent behavioral traits
- 10. w w w . I n s i g h t b u s i n e s s w o r k s . c o m EQ or EI
- 11. w w w . I n s i g h t b u s i n e s s w o r k s . c o m EQ or EI Goleman’s Model
- 12. w w w . I n s i g h t b u s i n e s s w o r k s . c o m Cultural Fit
- 13. w w w. I n s i g h t b u s i n e s s w o r k s . c o m “Do not tolerate brilliant jerks; the cost to teamwork is too high.”—Reed Hastings, CEO of Netflix
- 14. w w w . I n s i g h t b u s i n e s s w o r k s . c o m Personalities to Screen Out: 1. Narcissistic and Self-Centered 2. Social Loafing and Passive-Aggressive 3. Explosive, dramatic, irritable, whiny
- 15. w w w . I n s i g h t b u s i n e s s w o r k s . c o m Hire character. Train skill. –Peter Schutz, Former CEO, Porsche Thank you!!
Editor's Notes
- This complexity derives from, among other things, the confluence of professions (e.g., physicians, nurses, pharmacists and administrators) and other stakeholders (e.g., patients and government) often with seemingly incompatible interests, perspectives and time horizons; health care regulations and reimbursement are changing constantly, especially within the last several years. This makes it tough to create systems and policies that are both clear and agile to get a team or workforce to work optimally together.
- Complaining, slacking (it’s not my job)—no enthusiasm, persistent gossip and negativity, know-it-all, irresponsible (late, absent, breaks promises), lies, cheats, or steals, makes excuses and blames others-defensive, self-centered, inflated sense of self, aggressive or explosivie
- Toxins in the blood One employee leads others to become toxic
- Depends someone on the fit for the organization and the position—but generally we all want someone who is self-motivated, who takes initiative, who will go the extra mile, who wants to do a good job, who is not defensive and willing to make and own mistakes, wants always to be better—these reflect attitudes and values and are not accounted for by personality or emotional intelligence alone Some of attitude is subsume under emotional intelligence—but I still think it is important to consider on its own. E.g., optimism and resilience reflect the self management component of emotional intelligence
- Do you want a cock-eyed optimist as an air traffic controller? Would you want a free spirit as a Director of Nursing—I actually worked with someone like this? Someone who naturally seeks harmony with everyone and hates conflict might not make a good attorney or be good a collecting payments?
- 2011 Career Builder study found that employees with High EQ can: admit and learn from mistakes, keep emotions in check, have thoughtful discussions of tough issues Listen as much as they talk Take criticism well Show grace under pressure Research shows that EQ has predictive validity: in academic performance, job performance, negotiation, leadership, work-family conflict and stress management