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101 Tough Conversations to Have with Employees: A Manager’s Guide to Addressing Performance, Conduct, and Discipline Challenges

Name: 101 Tough Conversations to Have with Employees: A Manager’s Guide to Addressing Performance, Conduct, and Discipline Challenges
Author: Paul Falcone
ISBN: 9780814413487

by Paul Falcone

April 2009

Intermediate to advanced

320 pages

8h 57m

English

AMACOM

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Cover Page
Title Page
Copyright Page
Dedication
Contents
Preface
Acknowledgments
Introduction: The Rules of Engagement
Part I: Uncomfortable Workplace Situations
1. Common Managerial and Supervisory Discussions
Scenario 1: Mediating Disputes Among SubordinatesScenario 2: Appropriate Responses to Requests to Speak “Off the Record”Scenario 3: Promoting a Neophyte into a First-Time Supervisory RoleScenario 4: New Supervisor SyndromeScenario 5: Inheriting an Employee with Disciplinary ProblemsScenario 6: Stopping Attitude Problems in Their TracksScenario 7: Advice Before a Holiday Party or an Offsite Event

2. Individual Appearance and Uncomfortable Workplace Dilemmas
Scenario 8: Bad Hair DaysScenario 9: Inappropriate DressScenario 10: Body Piercing and Body ArtScenario 11: TattoosScenario 12: Halitosis (Bad Breath)Scenario 13: Body Odor from Lack of CleanlinessScenario 14: Body Odor from Suspected Medical Reason
3. Cultural and Religious Differences
Scenario 15: Inappropriate Display of Religious IconsScenario 16: Supervisor Proselytizes to SubordinatesScenario 17: Offensive Food Preparation and Spicy SmellsScenario 18: Euphemisms like “Honey,” “Sweetie,” and “Doll”Scenario 19: Speaking Foreign Languages in the WorkplaceScenario 20: Inappropriate Display of Sexually Explicit MaterialScenario 21: Lack of Understanding of Multicultural Differences
Part II: Poor Work Habits and Job Performance Concerns
4. Performance Transgressions
Scenario 22: Lack of Quality, Detail, or EfficiencyScenario 23: Lack of Quantity or SpeedScenario 24: Substandard Customer SatisfactionScenario 25: Lack of Sales ProductionScenario 26: Failure to Learn New Material During TrainingScenario 27: Acts Resulting in a Loss to the EmployerScenario 28: Failure to Follow Through, or “Dropping the Ball”
5. Policy and Procedure Violations
Scenario 29: Failure to Adhere to Safety RulesScenario 30: Excessive Personal Telephone CallsScenario 31: Excessive Time Spent on the InternetScenario 32: Unauthorized Use of Company Equipment and FacilitiesScenario 33: Working Unauthorized OvertimeScenario 34: Off-Duty Conduct and Moonlighting
6. Excessive Absenteeism and Tardiness
Scenario 35: Excessive Unscheduled Absence: “No Fault” SystemScenario 36: Excessive Unscheduled Absence: “Excuse-Based” SystemScenario 37: Patterning Excessive, Unscheduled Absence Around WeekendsScenario 38: Rolling Calendar Year ManeuversScenario 39: Excessive TardinessScenario 40: Exempt Employees Who Choose to Come and Go as They Please
7. Lack of Requisite Skills
Scenario 41: Inferior Job KnowledgeScenario 42: Lack of Technical SkillsScenario 43: Inadequate Problem-Solving SkillsScenario 44: Substandard Written ExpressionScenario 45: Poor Time ManagementScenario 46: Lack of Organization and Neatness
Part III: Inappropriate Workplace Behavior and Conduct
8. Sexually Offensive Behavior
Scenario 47: Foul Language in the WorkplaceScenario 48: E-Mail MisuseScenario 49: Finding Pornography on an Employee’s ComputerScenario 50: BullyingScenario 51: Discriminatory Comments or Racial EpithetsScenario 52: LeeringScenario 53: Sexual Harassment Findings (Reverse Harassment)
9. Substandard Communication Skills
Scenario 54: Tattletales, Gossipmongers, and SnitchesScenario 55: Whiners and ComplainersScenario 56: Requests for Confidential Conversations from Other Supervisors’ SubordinatesScenario 57: Poor Listening SkillsScenario 58: Failure to Communicate UpwardScenario 59: Establishing Effective Staff Meetings
10. Personal Style Issues
Scenario 60: Suspected Alcoholism or Substance AbuseScenario 61: Inability to Accept Constructive CriticismScenario 62: Lack of Sensitivity and Protocol (E-Mail Censuring)Scenario 63: Badgering and Challenging One’s SupervisorScenario 64: Lack of Teamwork and Relationship-Building SkillsScenario 65: Laziness and Lack of CommitmentScenario 66: Blamers and Excuse MakersScenario 67: Coworker Jealousy and Employees Who Can’t Let Go of Their AngerScenario 68: Supremacists—Arrogance and Superior Attitudes
11. Leadership Style Challenges and Career Management Obstacles
Scenario 69: Stalled Career SyndromeScenario 70: Unwillingness to Confront Problems Head-OnScenario 71: Staff Motivation ConversationsScenario 72: Protecting Your Company from Legal Liability (Documentation)Scenario 73: Inability to Provide Constructive CriticismScenario 74: Handling Group Complaints WiselyScenario 75: Lack of Diversity AwarenessScenario 76: Lack of Leadership
Part IV: Corporate Actions
12. Corporate (Intentional) Actions
Scenario 77: Probationary TerminationScenario 78: Administering Disciplinary WarningsScenario 79: Administering Decision-Making LeavesScenario 80: Termination for Cause (in Conjunction with Progressive Discipline)Scenario 81: Convincing an Employee to Leave Voluntarily When There Are No Progressive Disciplinary Warnings on FileScenario 82: Negotiating a Separation Package When There Are No Progressive Disciplinary Warnings on File
13. Corporate (‘‘No Fault’’) Actions
Scenario 83: Layoff: Position Elimination—LIFOScenario 84: Layoff: Position Elimination—Lack of QualificationsScenario 85: Layoff: Position Elimination—Union Bumping PrivilegesScenario 86: Layoff: Position Elimination—Department ClosureScenario 87: Layoff: Position Elimination—Plant Closure (WARN Act)Scenario 88: Follow-Up Discussions with Survivors After Layoffs Occur
14. Summary Offenses (Immediate Discharge)
Scenario 89: Employee TheftScenario 90: Selling Proprietary Products on the InternetScenario 91: Time Card FraudScenario 92: Threats of Violence in the WorkplaceScenario 93: Sexual HarassmentScenario 94: Falsification of Company RecordsScenario 95: Insubordination
15. Special Circumstances
Scenario 96: Welcoming Back Employees Returning from a Stress Leave of AbsenceScenario 97: Dealing with Employees in Crisis: IsolationScenario 98: Dealing with Employees in Crisis: Suicidal ConcernsScenario 99: Dealing with Employees in Crisis: Homicidal ConcernsScenario 100: Terminating Employees Who Are on Investigatory LeaveScenario 101: Verbally Accepting an Employee’s Resignation
Index

Content preview from 101 Tough Conversations to Have with Employees: A Manager’s Guide to Addressing Performance, Conduct, and Discipline Challenges

CHAPTER 4Performance Transgressions

Performance transgressions occur when employees fail to meet established production or output guidelines. Underperforming salespeople, analysts with excessive error rates in their calculations, and customer service representatives with an inordinate amount of complaints all fall under this category.

Unlike behavior and conduct infractions (like theft and embezzlement), which may justify immediate termination for a first offense, performance transgressions usually require that you, the employer, accord your workers with workplace due process in the form of written warnings and decision-making leaves or unpaid suspensions, as outlined in your company’s policy manual and in accordance with your organization’s ...

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