Dealing with problem employees

HUMAN RESOURCES

Dealing with problem employees

Not even a year ago, competition for quality candidates was fierce and prospective employees could demand top dollar and a strong benefits package. Employers were quite concerned about staff members leaving for increased salary and benefits, often in positions associated with the technology industry. The majority of the executive directors involved in a discussion at the December 2002 ASAE Small Staff Advisory Committee meeting indicated that they would not release a difficult, negative employee, given the perceived difficulty in finding a qualified replacement.

Since that time, the job market has changed dramatically, initially due in large part to changes within the technology industry. But, while the view after September 11, 2001, has been even more dismal for those seeking positions, the employment picture will inevitably stabilize and improve with time.

Remembering priorities

In any case, my response to the question last year, now, and in the future remains the same-and is not based on unemployment rates or the overall job market. You should never retain a negative staff member, particularly after the customary remedies have been applied.

The vast majority of associations are in business for strictly one reason: member service. A positive team, working as a cohesive unit to provide exceptional service to members, best accomplishes this objective; a negative staff member does not fit in this profile and will ultimately affect the others as they attempt to maintain a positive attitude.

Employee Custom-design tests

Using appropriate tools

There are a number of ways to improve your chances of developing a positive staff.

1. Spend adequate time and resources on the hiring process. Do everything possible not to hire a problem employee in the first place. J.W. Marriott, Jr., CEO of the Marriott Corporation, notes: "You start with good people, you train and motivate them, you give them an opportunity to advance, then the organization succeeds."

2. Be knowledgeable about relevant statutes and seek legal advice, particularly prior to taking disciplinary or dismissal action. Associations must deal with relevant state employment laws, which vary from state to state. At-will employment, while still invoked in a number of states, must be examined carefully and used prudently.

3. Make good use of the evaluation process. While staff evaluations can be motivators, supervisors must also use them to try to modify negative behavior through improvement plans, oversight, and counseling. When problems are correctable, the supervision process is often successful. However, an employee who has a persistent negative attitude must be dealt with. The evaluation process sometimes must be used to build the case for termination. Consequently, attitude should be part of job performance, and even if work tasks are acceptable, a destructive attitude is grounds for dismissal.

. Conflict Management - Conflicts? Influence With Integrity!

Do not tolerate negativity. If you do not take action when a negative staff member begins to affect your organization, you reinforce to other staff that the behavior is acceptable. You lessen service to members; you increase tension within the workplace; and you make it virtually impossible to function as a unified team. As Helen Keller said, "Optimism is the faith that leads to achievement. Nothing can be done without hope and confidence."

Submitted by William Zepp, CAE, executive director Oregon Dental Association, Portland (staff size: 8; annual operating budget: $1.6 million). E-mail: bzepp@oregondental.org.

Source: Association Management

Jobwerx makes no representation as to the accuracy of information transmitted herein. 08/26/03