Got A Problem Employee? 3 Troubleshoots To Use Before You Pull the Trigger!

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Got A Problem Employee?

• 3 Troubleshoots To Use Before You Pull the
  Trigger!

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You are FIRED mister.
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You wish you could say that to the problem
employee burning you out.

• Because, mannn
• HES TALENTED!

• But you just wont!

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And talent doesnt grow on trees.
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• So what do you do if you have a talented
  employee who neglects deadlines, comes late to
  work, throws tantrums or explodes when others
  disagree with him?

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You deal with him like you deal with problem
children.

• Heres how.

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Most managers tend to ignore poor performance of
problem employees without directly dealing with
the problem.

• Or because no one ever admonished them in the
  past and they got away with anything and
  everything they did.

• Difficult employees act out in unfavorable ways
  simply because they find such behavior effective
  (for instance, exploding when others disagree so
  they stop disagreeing)

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Such employees create rifts in teams and harm
organizational productivity as well as
reputation.
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They SHOULD BE FIRED.

• Yes! They should.

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But before you pull the trigger, follow these
three steps
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1. Step One Homework First
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First, do your homework.

• Collect information from as many sources (other
  employees, performance reports, et al.) as
  possible so you can convince the employee and
  yourself about the existence of the problem.

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Organize the information and pen down your
thoughts.

• Remember that your aim is to help the employee
  improve his performance and quit problem
  behavior.

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Rather than just penning down the problems with
the employees behavior, make sure you document
the impact that the behavior is having on the
business and on employee morale at the workplace.

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2. Step Two Get Down to Adult Talk
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The next step is to sit down for a tête-à-tête
with the employee.

• Remember that this talk needs to take place in
  discretion, it would rather turn out to be an
  embarrassment for you and the employee if you
  talk it out in public (like duh!).

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The language needs to be professional and polite,
not personal.

• You hired the employee to get certain tasks done,
  not to make him a friend.
• Use more Is than Yous.
• For instance, rather than saying, You are always
  late, say, I see that you have been late
  consistently and our first-hour meetings have
  consequently suffered.

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Factually state all offensive behaviors and list
out the things that need to be done differently.

• This bit is most uncomfortable for managers but
  is vital.
• If you do it right, the employee will act less
  defensively and more responsibly.

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The key is not to simply admonish the employee
for his behavior but to explain him the negative
impact of his act and what specifically can he do
to stop further damage.
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3. Step Three Wield the Power of the Pen (Or the
Keyboard!)
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Now that you are done with your homework and the
adult talk is tackled, document the corrective
actions you expect the employee to take.

• List out the actions in the form of milestones so
  the employee knows how and when to implement the
  corrective action plan.

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Dont forget to include a crisp note at the end
of the document stating,

• Failure to demonstrate immediate and sustained
  improvement may result in further disciplinary
  action up to and including dismissal.

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By documenting this, you give the employee two
choices, to either follow or leave.

• If he follows, youll see his problem behaviors
  vanishing and productivity increasing. If he
  doesnt, you can fire him.

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In such a case, he cannot challenge your decision
legally because you will now have documented
defense in your favor.So, if these steps dont
work out, you know what to do! Simply pull the
trigger. FIRE!
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Centre for Innovation and EntrepreneurshipC-4,
IIT-H Foundation, Gachibowli, Hyderabad961840275
1, 9000600247

• Reach us atprabha_at_accuprosys.com
  simplify_at_accuprosys.com anuradha_at_accuprosys.com 
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