How to Confront the Troubled Employee

How to Confront the Troubled Employee

Your goal as manager is to confront undesirable job behaviors, not attempt to determine why or to diagnose. To confront in this sense means to help the employee come face to face with his/her behaviors. Many supervisors put off confronting an employee, but they should attempt to correct the problem when it is first recognized. The sooner a problem is acknowledged, the sooner performance can improve. Feeling inadequate is okay. At times it is very uncomfortable discussing problem performance with employees. There are resources to help, however.
What is important is that you do not let your discomfort stop you from doing your job. Now is a good time to “take your pulse” and see how you are feeling. Feelings of frustration are best resolved before meeting with the employee.
The checklist Assess Your Confrontation Style can help you identify your strengths and weaknesses in this area. These statements summarize characteristics of an effective management style. Here are two additional tools that will help in preparations for constructively addressing performance problems with employees:
How to Conduct the Corrective Interview
Planning the Corrective Interview:
Compare and document job performance against standards/expectations
Review employee file and policy/procedure; discuss with HR, management, or FEAP (Faculty and Employee Assistance Program) as necessary
Discuss with FEAP whether a formal referral to FEAP might be indicated
Schedule meeting at a time and place that provides privacy. Give employee advance notice of the meeting and it’s purpose to allow time to prepare
Be prepared to deal with resistance, denial, or hostility. Employee Defense Strategies can help managers prepare for possible responses. Keeping on track is key.
Performing the Corrective Interview:
Create a sincere, open atmosphere
Review purpose of meeting and share concerns in specific, behavioral terminology
Keep focus on job performance; Note job requirements and specific improvements needed
Present facts using documentation you have compiled
Encourage employees to discuss/respond to concerns; Full discussion is critical
Listen!
Agree upon action plan with time frames
Discuss consequences of failure to improve
When addressing an employee who is exhibiting performance problems, it is very important to have documentation of the specific performance issues, as well as the steps you, as supervisor, have taken to address these issues with the employee.
Case Studies
Read the following questions. Select the best response and explain your reason for choosing each answer.
1- you are a newly promoted supervisor in a unit you have worked in for more than ten years. John is an employee who used to be your coworker, but now you supervise him. His work is above average, he has an excellent attendance record and others often call on John for help. Still, John always seems moody, removed, and not very sociable. You’d like to see John come out of his shell and be friendlier because you think he has talent above what he is now doing. Which of the following is your best option?
A. After setting into your new post for a week or two, bring John into your office and calmly recommend and EAP referral.
B. In a private meeting share that you’ve always admired John’s work performance but that you think he could do more if he would friendlier. Give him the number of the EAP Coordinator.
C. Closely monitor John’s behavior and performance, nothing his moodiness and distant nature.
D. Supervise John as you would other employees under you.

2-Sharon has recently transferred to your unit. Right away, there are problems. She regularly reports late to work, she talks on the phone with friends constantly, and her performance is not meeting standards. Which of the following is your best response?
A. Document Sharon’s inappropriate behavior and poor performance, provide feedback to her in a privet setting and continue to closely monitor her performance.
B. Give Sharon some more time to settle in. If she doesn’t improve in time, consider a formal response, including EAP.
C. Document Sharon’s inappropriate behavior, and suggest EAP to her.
D. Contact your unit’s EAP Coordinator for guidance.
3- George is a long-time employee under your supervision. His performance record is satisfactory. In the past 12 months, George and his wife lost their vacation cabin in a fire, they are financially strapped, and their oldest son was recently arrested for drug possession. George is quiet, moody and often asks for unscheduled leave to meet with his son’s lawyer or his accountant. Just yesterday, you overheard him say to a co-worker, “just leave me alone. The summary report will get done like they always do. Go bother someone else.” You’ve been documenting these similar occurrences, and you decide to suggest to George that he consider contacting EAP. Which of the following is the best way to approach George?
A. Steal a quiet moment in the hall or elevator and calmly tell George that EAP is available.
B. Send an e-mail or memo to George that you are concerned about him and that EAP is available.
C. Approach George at his desk or work station and refer him to EAP.
D. Ask George into your office. Share what you have observed, listen to what he has to say, about the personal stressors he and his wife are facing, and suggest EAP as a resource for assistance.

4- You supervise Hank in the Department of Correctional Services, where he has the respect of his co-workers, management and inmates. Recently, you have noticed subtle changes in his behaviors. Ordinarily, very calm and cool-headed, Hank is becoming impatient with co-workers and inmates for minor things. His uniform is not neat and he is repeatedly making offensive remarks. Co-workers are asking you “What’s up with Hank?” You come into work after a few days off, and your manager says that while you were gone, there were two inmate complaints on Hank, and you”had better get to the bottom of this.” How can EAP help is this situation?
A. The Department of Correctional Services is a specialized unit, so EAP cannot help.
B. During a counseling session, suggest that Hank go to EAP for help in figuring out what may be going on.
C. Hank is a long-time employee and the stress of his job affects everyone. It’s best to stay the course and avoid an EAP referral; he will be back to his old self soon.
D. EAP will recommend appropriate disciplinary action to take against Hank.

5-Three weeks ago, you suggested Pat consult EAP. A myriad of family issues were affecting her work performance and relationships with co-workers. You now note that she is in to work on time, she’s friendlier and getting back to her old self.One of Pat’s co-workers meets with you on a separate matter, but at the close of the meeting he says, “Hey
I heard you referred Pat to EAP. Great! We’re all really happy she’s back on her feet.” How do you respond?
A.Thank the employee for his concern, and encourage his continued support for Pat.
B. Remind the employee that EAP is confidential, and yes, she has made progress since attending a self-help group.
C. Neither confirm nor deny anything related to Pat’s EAP referral.
D. Remind the employee that EAP is confidential and that you do not make it a practice to discuss any supervisory discussion with staff.

 
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