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101 Tough Conversations to Have with Employees: A Manager's Guide to Addressing |  |
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101 Tough Conversations to Have with Employees: A Manager's Guide to Addressing | |
This practical, solution-oriented book walks readers through some of the most common—as well as the most serious—employee problems they are likely to encounter. Covering everything from substandard performance reviews to personal hygiene to termination meetings, this handy guide helps managers treat their people with dignity, focusing not just on what to say but also on how to say it. This helpful book provides proven techniques managers can use to protect themselves and their organizations...and get the very best from their people.
Paul Falcone (Valencia, CA) is Vice President of Human Resources at Nickelodeon. He is the author of 2600 Phrases for Effective Performance Reviews (978-0-8144-7282-8), 101 Sample Write-Ups for Documenting Employee Performance Problems (978-0-8144-7977-3), and 96 Great Interview Questions to Ask Before You Hire (978-0-8144-1351-7).
Inappropriate attire, lateness, sexually offensive behavior, productivity and communication issues . . . these are just a few of the uncomfortable topics you may have to discuss with your employees. 101 Tough Conversations to Have with Employees provides you with proven guidance and realistic sample dialogues you can use to facilitate clear, direct interactions with your people, helping to sidestep potential awkwardness and meet issues head on.
This solution oriented book walks you through some of the most common—as well as the most serious—employee problems you’re ever likely to encounter. Covering everything from substandard performance reviews to personal hygiene to termination meetings, this handy guide helps you treat your people with dignity, focusing not just on what to say but also on how to say it. This helpful guide provides down to earth techniques you can use to protect yourself and your organization—and get the very best from your people.
Praise for Paul Falcone’s Previous Books:
101 Sample Write-Ups for Documenting Employee Performance Problems:
“When you feel the need to document an employee’s actions (or inactions), turn to this great tool.”— Legal Management
96 Great Interview Questions to Ask Before You Hire:
“Takes the guesswork out of the interview process.” — Benefits and Compensation Solutions
The Hiring and Firing Question and Answer Book:
“If the art and science of hiring and firing has become a puzzle, then author Paul Falcone has the answer.” — Houston Business Journal
Paul Falcone is Vice President of Employee Relations at Time Warner Cable in Los Angeles and was formerly Vice President of Human Resources at Nickelodeon. He is the author of 2600 Phrases for Effective Performance Reviews, 101 Sample Write-Ups for Documenting Employee Performance Problems, 96 Great Interview Questions to Ask Before You Hire, and The Hiring and Firing Question and Answer Book. He lives in Valencia, California.
CONTENTS
Preface xi
Acknowledgments xv
Introduction: The Rules of Engagement 1
PART I: Uncomfortable Workplace Situations
1. Common Managerial and Supervisory Discussions 9
Scenario 1: Mediating Disputes Among Subordinates 9
Scenario 2: Appropriate Responses to Requests to Speak ‘‘Off the Record’’ 13
Scenario 3: Promoting a Neophyte into a First-Time Supervisory Role 15
Scenario 4: New Supervisor Syndrome 18
Scenario 5: Inheriting an Employee with Disciplinary Problems 20
Scenario 6: Stopping Attitude Problems in Their Tracks 23
Scenario 7: Advice Before a Holiday Party or an Offsite Event 24
2. Individual Appearance and Uncomfortable Workplace Dilemmas 28
Scenario 8: Bad Hair Days 29
Scenario 9: Inappropriate Dress 32
Scenario 10: Body Piercing and Body Art 33
Scenario 11: Tattoos 34
Scenario 12: Halitosis (Bad Breath) 36
Scenario 13: Body Odor from Lack of Cleanliness 37
Scenario 14: Body Odor from Suspected Medical Reason 39
3. Cultural and Religious Differences 42
Scenario 15: Inappropriate Display of Religious Icons 43
Scenario 16: Supervisor Proselytizes to Subordinates 47
Scenario 17: Offensive Food Preparation and Spicy Smells 49
Scenario 18: Euphemisms like ‘‘Honey,’’ ‘‘Sweetie,’’ and ‘‘Doll’’ 50
Scenario 19: Speaking Foreign Languages in the Workplace 53
Scenario 20: Inappropriate Display of Sexually Explicit Material 55
Scenario 21: Lack of Understanding of Multicultural Differences 58
PART II: Poor Work Habits and Job Performance Concerns
4. Performance Transgressions 63
Scenario 22: Lack of Quality, Detail, or Efficiency 64
Scenario 23: Lack of Quantity or Speed 66
Scenario 24: Substandard Customer Satisfaction 69
Scenario 25: Lack of Sales Production 71
Scenario 26: Failure to Learn New Material During Training 73
Scenario 27: Acts Resulting in a Loss to the Employer 76
Scenario 28: Failure to Follow Through, or ‘‘Dropping the Ball’’ 78
5. Policy and Procedure Violations 81
Scenario 29: Failure to Adhere to Safety Rules 82
Scenario 30: Excessive Personal Telephone Calls 84
Scenario 31: Excessive Time Spent on the Internet 86
Scenario 32: Unauthorized Use of Company Equipment and Facilities 89
Scenario 33: Working Unauthorized Overtime 91
Scenario 34: Off-Duty Conduct and Moonlighting 94
6. Excessive Absenteeism and Tardiness 98
Scenario 35: Excessive Unscheduled Absence: ‘‘No Fault’’ System 103
Scenario 36: Excessive Unscheduled Absence: ‘‘Excuse-Based’’ System 105
Scenario 37: Patterning Excessive, Unscheduled Absence Around Weekends 107
Scenario 38: Rolling Calendar Year Maneuvers 108
Scenario 39: Excessive Tardiness 110
Scenario 40: Exempt Employees Who Choose to Come and Go as They Please 112
7. Lack of Requisite Skills 115
Scenario 41: Inferior Job Knowledge 116
Scenario 42: Lack of Technical Skills 118
Scenario 43: Inadequate Problem-Solving Skills 121
Scenario 44: Substandard Written Expression 123
Scenario 45: Poor Time Management 125
Scenario 46: Lack of Organization and Neatness 128
PART III: Inappropriate Workplace Behavior and Conduct
8. Sexually Offensive Behavior 135
Scenario 47: Foul Language in the Workplace 136
Scenario 48: E-Mail Misuse 139
Scenario 49: Finding Pornography on an Employee’s Computer 142
Scenario 50: Bullying 144
Scenario 51: Discriminatory Comments or Racial Epithets 147
Scenario 52: Leering 149
Scenario 53: Sexual Harassment Findings (Reverse Harassment) 152
9. Substandard Communication Skills 156
Scenario 54: Tattletales, Gossipmongers, and Snitches 158
Scenario 55: Whiners and Complainers 161
Scenario 56: Requests for Confidential Conversations from Other Supervisors’ Subordinates 163
Scenario 57: Poor Listening Skills 166
Scenario 58: Failure to Communicate Upward 169
Scenario 59: Establishing Effective Staff Meetings 171
10. Personal Style Issues 174
Scenario 60: Suspected Alcoholism or Substance Abuse 174
Scenario 61: Inability to Accept Constructive Criticism 179
Scenario 62: Lack of Sensitivity and Protocol (E-Mail Censuring) 181
Scenario 63: Badgering and Challenging One’s Supervisor 183
Scenario 64: Lack of Teamwork and Relationship-Building Skills 186
Scenario 65: Laziness and Lack of Commitment 188
Scenario 66: Blamers and Excuse Makers 191
Scenario 67: Coworker Jealousy and Employees Who Can’t Let Go of Their Anger 193
Scenario 68: Supremacists—Arrogance and Superior Attitudes 194
11. Leadership Style Challenges and Career Management Obstacles 197
Scenario 69: Stalled Career Syndrome 198
Scenario 70: Unwillingness to Confront Problems Head-On 201
Scenario 71: Staff Motivation Conversations 204
Scenario 72: Protecting Your Company from Legal Liability (Documentation) 207
Scenario 73: Inability to Provide Constructive Criticism 210
Scenario 74: Handling Group Complaints Wisely 212
Scenario 75: Lack of Diversity Awareness 216
Scenario 76: Lack of Leadership 218
PART IV: Corporate Actions
12. Corporate (Intentional) Actions 225
Scenario 77: Probationary Termination 226
Scenario 78: Administering Disciplinary Warnings 229
Scenario 79: Administering Decision-Making Leaves 231
Scenario 80: Termination for Cause (in Conjunction with Progressive Discipline) 235
Scenario 81: Convincing an Employee to Leave Voluntarily When There Are No Progressive Disciplinary Warnings on File 237
Scenario 82: Negotiating a Separation Package When There Are No Progressive Disciplinary Warnings on File 240
13. Corporate (‘‘No Fault’’) Actions 244
Scenario 83: Layoff: Position Elimination—LIFO 245
Scenario 84: Layoff: Position Elimination—Lack of Qualifications 247
Scenario 85: Layoff: Position Elimination—Union Bumping Privileges 250
Scenario 86: Layoff: Position Elimination—Department Closure 254
Scenario 87: Layoff: Position Elimination—Plant Closure (WARN Act) 256
Scenario 88: Follow-Up Discussions with Survivors After Layoffs Occur 258
14. Summary Offenses (Immediate Discharge) 262
Scenario 89: Employee Theft 263
Scenario 90: Selling Proprietary Products on the Internet 265
Scenario 91: Time Card Fraud 268
Scenario 9...
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文摘
Introduction: The Rules of Engagement
To make employee turnarounds and epiphanies successful, there are a few key rules of communication to follow: First, remember that it’s not what you say but how you say it that counts. That may sound like an old saying that your grandparents taught you, but in the world of work, people tend to respond in kind: If you demonstrate respect and compassion, you’re likely to receive a similar response, even when dealing with the most uncomfortable and confrontational workplace situations.
Second, your greatest asset when dealing with others is guilt, not anger. Anger is an external response: When people are mad at another person, they look outward to voice their frustration. Guilt, on the other hand, is internal: When people feel guilty, they look inward and tend to assume responsibility for the problem at hand. That’s the Golden Rule of Workplace Leadership: Allow people to assume responsibility for their actions, and you’ll ‘‘pierce their heart’’ and get them to want to change things for themselves. Try to force them to do something by making them mad or by challenging or embarrassing them, and they’ll resist the change that’s being forced on them. We’ll discuss strategies for invoking guilt rather than anger responses throughout the book, and psst . . . this works just as effectively in your personal life as well!
Third, remember that whatever you want for yourself, give to another. So many times people demand respect, open communication, and other forms of social acceptance without realizing that they don’t give those things to others. At a time when many demographers and sociologists are pointing to major shortages in the labor market bec
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