Correcting Problem Performance - FAQ's
- A usually outstanding employee has suddenly become moody and unproductive. Are there any signs that would confirm that he is facing personal problems?
- One of our brightest employees is refusing to participate in our new team-based structure, arguing that she is smarter than the other team members and does not want to be "pulled down" by the low standards of the other team members. Any suggestions?
- We recently learned that one of our computer programmers is running a consulting business from his office. I suppose this explains his recent inability to complete projects. What should we do?
- Our department has a great receptionist with one major fault. He is 10-20 minutes late three to four days a week. Other than that, he is well-liked by his colleagues, is wonderful with our students, and is always willing to pitch in on new projects. Unfortunately, our office starts receiving clients at 8:00 a.m. and he needs to be here to receive them. What options do we have?
- We caught one of our nonprobationary employees stealing whole crates of maintenance supplies. Do we really have to go through the whole progressive discipline process?
- I get the impression that the classified employment system protects employees no matter what! What can we do about truly unacceptable employees?
1. A usually outstanding employee has suddenly become moody and unproductive. Are there any signs that would confirm that he is facing personal problems?
Warning signals that an employee is experiencing personal problems may include absenteeism, inability to concentrate, confusion, inconsistent work patterns, lowered job performance, disregard for safety requirements, and poor relationships with other employees.
2. One of our brightest employees is refusing to participate in our new team-based structure, arguing that she is smarter than the other team members and does not want to be "pulled down" by the low standards of the other team members. Any suggestions?
Making the transition to a team-based environment can be difficult for highly skilled and competitive employees. When speaking with the employee, the supervisor should recognize her concerns, acknowledge her past performance, and stress the value that she will bring to the team. The supervisor may also want to stress that the employee's involvement in a team-based process will improve the overall performance of the program or department, thereby increasing her personal status.
During the course of these conversations, the supervisor should speak candidly with the employee about her interest and willingness to remain part of the organization. If she would rather work elsewhere, proclamations about the value of team work will not be convincing. If the organization is truly moving toward being a team-based structure, involving other team members in the discussion may be appropriate.
3. We recently learned that one of our computer programmers is running a consulting business from his office. I suppose this explains his recent inability to complete projects. What should we do?
Investigate and determine the extent of university resources and work time used for the consulting business. It is clearly inappropriate to use University resources or work time to conduct personal business which does not benefit the University. Reimbursement for phone charges and office supplies may be required, and disciplinary action ranging from a formal reprimand to termination may be in order depending on the extent of this activity.
4. Our department has a great receptionist with one major fault. He is 10-20 minutes late three to four days a week. Other than that, he is well-liked by his colleagues, is wonderful with our students, and is always willing to pitch in on new projects. Unfortunately, our office starts receiving clients at 8:00 a.m. and he needs to be here to receive them. What options do we have?
It is hard to discuss your options without knowing why the receptionist is so frequently late. Perhaps he is not "a morning person" and has trouble waking up on time. Perhaps his child's school opens too late for him to arrive on time. It is even possible that he doesn't appreciate the need to arrive by 8:00 a.m.
The supervisor needs to discuss the situation with the employee and seek to determine why he is constantly tardy. Before school care, another bus route, or a flexible schedule in which another employee covers the front desk for 30 minutes each morning might be options to consider.
5. We caught one of our nonprobationary employees stealing whole crates of maintenance supplies. Do we really have to go through the whole progressive discipline process?
Reviewing the situation with designated senior management as well as a Human Resources advisor or university attorney is in order, but generally, in cases of gross misconduct -- and stealing is definitely gross misconduct -- an employee can be terminated without any previous warnings. In this case, putting the employee on investigative leave with pay while the matter is reviewed may be appropriate.
6. I get the impression that the classified employment system protects employees no matter what! What can we do about truly unacceptable employees?
Classified staff can be held accountable and can be discharged when appropriate. The progressive discipline procedures required by classified policies and procedures can seem frustrating, but they are required to protect employer AND employee rights. While following the established procedures may take longer than terminating an employee after the first infraction, demonstration of good faith efforts to address performance issues will reduce the University's exposure to a legal challenge to a termination decision.
Progressive discipline that leads to correction can prevent unnecessary loss of the training investment in employees and can reduce replacement hiring costs. Thoroughly assessing an employee during the probation period and providing consistent coaching usually minimizes the chance that progressive discipline will be necessary.
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