DEALING WITH UNDERPERFORMERS

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DEALING WITH UNDERPERFORMERS

• STEVE SHARKEY
• BEI SERVICES

2
IDENTIFICATION

• STANDARD BENCHMARKS
• ATTENDANCE
• TIME ACCOUNTABILITY
• PAPERWORK ACCURACY

• LISTENING TO THE PEOPLE WHO WORK WITH THIS
  INDIVIDUAL, SUPERVISORS, DISPATCHERS, OTHER
  TECHNICIANS.
• FEEDBACK FROM CUSTOMERS

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IMPACT OF UNDERPERFOMERS

• LOSS OF DEPARTMENT MORALE
• DECREASED CUSTOMER SATISFACTION
• PROFIT LOSS FROM INEFFEICENCY AND LACK OF
  CUSTOMER RETENTION
• PROFIT LOSS DUE TO MISSED SALES OPPORTUNITIES
  (BLOWN DEMOS)
• RIPPLE EFFECT THROUGHOUT THE COMPANY

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IMPACT OF MANAGEMENT IN-ACTION

• DEPARTMENT ANIMOSITY
• LOSS OF DEPARTMENT RESPECT
• DECREASED PROFITS
• LOSS OF PRINCIPAL CONFIDENCE
• LOSS OF MANAGEMENT POSITION

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WHERE TO BEGIN

• DOES THE UNDERPERFORMER HAVE THE WANT TO?

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SOMEONE WHO CANT DO THE JOB

• NEEDS CLOSE SUPERVISION
• FORMULATE ACTION PLAN
• MUTUAL COMMITMENT
• AGREED UPON RESULTS
• REGULAR MEETINGS TO MONITOR PROGRESS

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SOMEONE WHO WONT DO THE JOB

• ONLY SHORT TERM IMPROVEMENT
• REQUIRE CONSTSNT CARE AND FEEDING
• LONG-TERM PROGNOSIS NOT GOOD

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DOCUMENTATION

• A TALE OF TWO TERMINATIONS

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MORAL OF THE STORY

• THE ONE WITH THE BEST DOCUMENTATION USALLY WINS

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LAWS THAT GOVERN EMPLOYER / EMPLOYEE RELATIONSHIPS

• CIVIL RIGHTS ACT OF 1964
• AGE DISCRIMINATION ACT OF 1967
• AMERICANS WITH DISABILITES ACT OF 1990
• CHECK STATE AND LOCAL LAWS IN YOUR AREA

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PENALTIES FOR VIOLATION

• CASH SETTLEMENTS
• REINSTATEMENT WITH BACK PAY
• FINES LEVIED BY THE GOVERNMENT
• JAIL TIME FOR CORPORATE OFFICERS

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TERMINATION vs. FIRING

• IS THERE A DIFFERENCE?

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ABSOLUTLEY
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TERMINATION

• IS A PROCESS
• COACHING
• COUNSELING
• WRITTEN WARNINGS
• EMPLOYEE STILL HAS VALUE TO COMPANY

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FIRING

• STEALING
• VIOLENCE IN WORKPLACE
• DRUG OR ALCOHOL ABUSE
• INSUBORDINATE
• JOB ABANDONMENT

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GIVE THEM A ROAD MAP

• FORMAL WRITTEN JOB DESCRIPTION
• CODE OF CONDUCT
• TRAINING GOALS AND REQUIREMENTS
• SHOW THEM CAREER PATH
• INCORPORATE INTO REVEIW

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TERMINATION TOOLS

• COACHING
• COUNSELING
• FORMAL WRITTEN WARNING
• FINAL WRITTEN WARNING
• EXIT INTERVIEW

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COACHING

• NON-STOP PROCESS
• INFORMAL
• SHORT QUICK POINTERS

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COUNSELING

• FORMAL SIT-DOWN CONVERSATION
• BEHIND CLOSED DOORS
• THIRD PERSON INCLUDED IN DISCUSSION
• BREIF MEMO DOCUMENTING CONVERSATION

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WRITTEN WARNING

• PRIOR APPROVAL FROM H.R.
• ABSOLUTLEY BEHIND CLOSED DOORS
• THIRD PERSON INVOLVED
• REFRENCE COUNSELING NOTES
• DETAIL EXPECTED RESULTS / CHANGES

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FINAL WRITTEN WARNING

• PRIOR APPROVAL FROM H.R.
• BEHIND CLOSED DOORS
• THIRD PARTY PRESENT
• REFER TO WRITTEN WARNING (S)
• TIME TABLE TO CORRECT SITUATION
• TERMINATION EMINATE FOR NON COMPLIANCE

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TERMINATION / EXIT INTERVIEW

• SHOULD NOT COME AS A SURPRISE
• THIRD PERSON PRESENT
• DO NOT BELITTLE
• THIRD PERSON TO ESCORT THIS INDIVIDUAL OUT
• PACKET OF INSURANCE AND BENEFIT INFORMATION
• LAST PAYCHECK READY

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INFORMATION TO THE STAFF

• RUMORS WILL ABOUND, EXPLAIN TO YOUR STAFF THAT
  THIS INDIVIDUAL HAS BEEN TERMINATED FOR
  PERFOMANCE ISSUES. DO NOT RUN THIS PERSON DOWN.
  MAINTAIN THE HIGHEST LEVEL OF PROFESSIONALISM.

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NEW HIRE PROBATION PERIOD

• SPELLED OUT IN EMPLOYMENT AGREEMENT
• 90 TO 120 DAY TIMEFRAME
• CLOSELY MONITOR ACTIVITY
• FREQUENT FEEDBACK TO EMPLOYEE

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RECRUITING

• ALWAYS BE ON THE LOOKOUT
• MAY NOT BE FOR YOUR DEPARTMENT
• BEST PEOPLE ARE ALL READY EMPLOYED
• COMPANY GUIDELINES FOR RECRUITING SOURCES

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A HIRING MISTAKE CAN COST YOUR COMPANY TENS OF
THOUSANDS OF DOLLARS IN JUST A FEW MONTHS
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EMPLOYMENT CONSULTANTS

• PERSONALITY PROFILES
• INTERVEWING TECHNIQUES
• ADVICE ON ACTION PLANS
• ADVICE ON TEAM BUILDING

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INTERVIEW PROCESS

• FILL OUT APPLICATION AT THEIR CONVIENCE
• FEEDBACK FROM PEOPLE IN YOUR OFFICE
• CALL REFERNCES AND PREVIOUS EMPLOYERS
• LEARN AS MUCH AS YOU CAN BEFORE SETTING INTERVIEW

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SCHEDULED INTERVIEW

• ARE THEY ON TIME?
• APPERANCE
• LET THEM DO THE TALKING
• TRANSPORTATION
• RELEASE FORMS
• FIELD VISIT
• DRUG SCREENS, BACKGROUND CHECK, CREDIT HISTORY

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YOUR COMPANY NEEDS TO HAVE CLEAR-CUT POLICIES AND
PROCEDURES FOR ALL OF THESE ISSUES TO ENSURE THEY
ARE PROTECTING THEMSELVES AS MUCH AS POSSIBLE
FROM POTENTIAL LITIGATION
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