mc connell pp_ch21

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© 2010 Jones and Bartlett Publishers, LL C Umiker's Management Skills for the New Health Care Supervisor, Fifth Edition Charles McConnell

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Page 1: Mc connell pp_ch21

© 2010 Jones and Bartlett Publishers, LLC

Umiker's Management Skills for the New Health

Care Supervisor, Fifth Edition

Charles McConnell

Page 2: Mc connell pp_ch21

© 2010 Jones and Bartlett Publishers, LLC

Chapter 21

Employees with ProblemsEmployees with Problems

 

Page 3: Mc connell pp_ch21

© 2010 Jones and Bartlett Publishers, LLC

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?

Page 4: Mc connell pp_ch21

© 2010 Jones and Bartlett Publishers, LLC

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.

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© 2010 Jones and Bartlett Publishers, LLC

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.

 

Page 6: Mc connell pp_ch21

© 2010 Jones and Bartlett Publishers, LLC

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.

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© 2010 Jones and Bartlett Publishers, LLC

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.

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© 2010 Jones and Bartlett Publishers, LLC

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.

Page 9: Mc connell pp_ch21

© 2010 Jones and Bartlett Publishers, LLC

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;

Page 10: Mc connell pp_ch21

© 2010 Jones and Bartlett Publishers, LLC

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.

Page 11: Mc connell pp_ch21

© 2010 Jones and Bartlett Publishers, LLC

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;

Page 12: Mc connell pp_ch21

© 2010 Jones and Bartlett Publishers, LLC

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.

Page 13: Mc connell pp_ch21

© 2010 Jones and Bartlett Publishers, LLC

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.

Page 14: Mc connell pp_ch21

© 2010 Jones and Bartlett Publishers, LLC

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?

Page 15: Mc connell pp_ch21

© 2010 Jones and Bartlett Publishers, LLC

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

Page 16: Mc connell pp_ch21

© 2010 Jones and Bartlett Publishers, LLC

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.

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© 2010 Jones and Bartlett Publishers, LLC

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.

Page 18: Mc connell pp_ch21

© 2010 Jones and Bartlett Publishers, LLC

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.

Page 19: Mc connell pp_ch21

© 2010 Jones and Bartlett Publishers, LLC

“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.

Page 20: Mc connell pp_ch21

© 2010 Jones and Bartlett Publishers, LLC

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.

Page 21: Mc connell pp_ch21

© 2010 Jones and Bartlett Publishers, LLC

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 agree ment and disagreement.

Page 22: Mc connell pp_ch21

© 2010 Jones and Bartlett Publishers, LLC

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.

Page 23: Mc connell pp_ch21

© 2010 Jones and Bartlett Publishers, LLC

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

Page 24: Mc connell pp_ch21

© 2010 Jones and Bartlett Publishers, LLC

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

Page 25: Mc connell pp_ch21

© 2010 Jones and Bartlett Publishers, LLC

“From the Top Down”

Employees are more likely to make

unethical decisions when

management makes it difficult for

them to avoid doing so.

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© 2010 Jones and Bartlett Publishers, LLC

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.”

Page 27: Mc connell pp_ch21

© 2010 Jones and Bartlett Publishers, LLC

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.