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In these unprecedented times of COVID-19, no one has the time, mental energy, endurance or disposable dollars to handhold employees who have demonstrated long term problematic conduct and poor performance at work.
Managers want to create an environment in which employees are engaged and motivated to do their best job every day. In today’s times of uncertainty enjoying your job becomes even more important and can be an important source of support to a person. A manager wants their people to be productive, happy and performing and not knowing how to motivate low performing employees could be very damaging. After all workplaces are places where we often spend more time with our coworkers than our families!
However, it seems every manager who takes over a group of people will invariably inherit at least one dysfunctional and/or non-performing employee. Sometimes the conduct is purposeful and other times not. These employees can torpedo not just group results but the manager’s performance and reputation as well. A manager’s management style can even be negatively impacted as the manager begins to mistrust, over react, and begins treating all employees harshly. Thus,it’s important to know how to handle employee performance issues.
All managers and especially those new to supervising people, have to have a plan for these employees. Dysfunctional employees can be hard to spot though. They don’t wear Ogre logo T-shirts. In fact, often they will be the first to welcome you to your new job or department. So, a manager needs an ability to recognize, foresee and handle such employees. Because by the time an unaware manager realizes with whom they are now dealing with, the problem has escalated and spread. As has happened many a time a particularly dysfunctional employee can even cost a new manager their own job.
Regardless, these employees make it hard for the group to shine as they are akin to a large rock dragging everyone downhill, every day and in every way. Some of these employees are also so outstandingly disagreeable every day and in every way that they ruin the entire team’s very enjoyment of their workday. Left unchecked a manager can even lose the respect of the whole team based on their inability to contain the effects of one dysfunctional employee.
Recognizing and handling dysfunctional employees can be hard for even the most experienced manager and is almost always time consuming to handle especially at first. That’s why so many employees “get away” with their conduct, and many get away with it for years. However, you can never have a fully functioning team and the respect of your employees if you don’t step up and handle these people problems.
• Developing a plan for taking over a new group or department
• How to avoid being supervisory roadkill
• Recognizing the signs of trouble – before trouble starts
• The long term, entrenched employee – who finally has everything just the way they like it. Now here you come, a new manager they need to “break-in.” What to do
• The over compensated, under qualified, maybe even underperforming employee who is ready to do vicious battle – with you. How to handle this potentially lethal employee
• The employee who has been underperforming (and likes it that way)– for a long time. How to discuss poor performance with an employee? Getting them to actually work
• The professional victim – passive, aggressive, sneaky and even worse, willing to wait you out. Questions to ask an underperforming employee and how to head them off
• The person who is so disagreeable that no one has ever told them they are lacking in their performance. How to have that hard conversation and formulate an action plan for non performing employees
Learn how to develop an action plan for non performing employees to improve the performance of the entire team. The webinar covers questions to ask an underperforming employee, how to motivate low performing employees, how to discuss poor performance with an employee and more to help managers and supervisor correct the root cause of the team performance issues.
• Any new manager, supervisor, struggling supervisor, or any transitioning manager or supervisor
• Human Resources or Employee Relations
• Small Business Owners
• Department heads and branch, location or plant managers
Years of Experience: 20+ years
Areas of Expertise: Human Resource Development, Performance Management, and Conflict Management
Teri Morning, MBA, MS, SHRM-SCP, is President of Hindsight Human Resources, LLC. and specializes in solving company “people problems.”
Teri also sources software solutions for compensation and performance management.
Twenty+ years human resource and training experience in a variety of fields, including retail, distribution, architectural, engineering, consulting, manufacturing (union), public sector and both profit and non-profit companies.
Teri has enjoyed consulting with employers on their problems and trained managers and employees for over 20 years, meeting and working with employees from all types of businesses.
In addition to a MBA, Teri has a Master’s degree in Human Resource Development with a specialization in Conflict Management.
Teri was certified by the State of Indiana in mediation skills, Teri is certified in Project Management and IT Management, qualified as a Myers-Briggs practitioner and holds the SHRM certification of a Senior Certified Professional.View all trainings by this speaker