Unfortunately, despite our best efforts at hiring or promoting the right person, there will always be those individuals who are difficult, problem employees.  Bottom line – it’s your job as a manager to deal with them; if you don’t, it only gets worse over time.  Here are some examples of the various types of problem employees I’ve encountered followed by tips on how you may want to handle them:

Types of Problem Employees

• The “Goof-off”.  This employee is usually obvious and easy to spot.  They spend a lot of time chatting with others (hanging around the water cooler), playing card or video games, surfing the net, making personal calls, etc.  Sometimes their behavior is more subtle; it takes the form of stretching out work they like while never getting around to the work they don’t enjoy.  They usually have a creative list of reasons why they’re late for work, why a job couldn’t be completed on time, or why the quality of their work is less than acceptable.

• The “Tattle Tale”.  This employee is one who just has to repeatedly report to you about other employees who do not appear to be doing an honest day’s work (obviously in comparison to their own).  One of the ironies of life is that this employee doesn’t realize they’re taking time away from their own productivity in order to report on the perceived lack of work on the part of others.

• The “WIIFM”.  This employee thinks that no matter what they do, there should be an additional “what’s in it for me” reward involved.  They believe any effort expended for the company should be rewarded by more than the wage they receive.  They’ll often negotiate for a special assignment or special favors (including time off).

• The “Gossip” (aka the “Drama Queen” or “Drama King)”.   This person thrives on excitement and attention, so spotting them is easy.  In general, they try to spice things up in the workplace with dramatic pronouncements, juicy gossip, ominous rumors, personal traumas, or emotional breakdowns.  When talking with others, they’re expressive and animated.

• The “Challenger”.  This type of person routinely ignores policy and procedures; they have a “this doesn’t apply to me” attitude.  They also seem oppositional; e.g., when presented with a proposal, suggestion, directive, or idea, they automatically point out flaws, obstacles, and potential problems.  They enjoy challenging management because they feel it establishes their independence.  They resent authority and seldom show respect just because the person has a title.  Challengers relish debates and don’t care if their views are unpopular.  In meetings, they often get into heated discussions with coworkers and adamantly hold to their positions.  The Challenger’s focus is on winning the argument, not resolving the problem.

• The “Sour Apple”.  This person is very negative and routinely “bad-mouths” the company and its leadership to fellow employees and, sometimes, even the organization’s customers.

• The “Thief”.  Regardless of their diligence in pre-hire screening, employers occasionally discover illegal activity by their employees.  Whether there is an increase in shrinkage, the cash drawer doesn’t add up, or an employee is stealing valuable information, any type of theft can threaten your company’s bottom line and simply can’t be tolerated – termination should be immediate.

• The “Back Stabber”.  This is an employee you can’t turn your back on.  In some cases they may be jockeying for your job or in other cases they may simply be the type of person who wants to make themself look better by tearing you (or others) down.  This type of person often times tends to get into power struggles with their boss; so, they often act like they’re managing you instead of the other way around.  Because they don’t like to be “managed’, they may resist direction or ignore your instructions.

While there certainly are other problem types of employees (and I’d be happy to learn of your list), the central question remains as to how best to handle them.

How to Deal With Problem Employees

Problem employees are not necessarily disposable ones.  Many problem employees display a strong work ethic, show a certain loyalty to the company, and might even get along with co-workers.  Others butt heads with colleagues, show little work ethic, or display a lack of pride in their work.  If the latter is the case, consider moving that employee elsewhere (better job fit) or terminating them.  But since most problem employees fall into the former group, it’s worthwhile to figure out how best to deal with them.  Whichever problem employee you are dealing with at work, here are some tips to make it easier:

1. Don’t ignore the problem.  Ignoring the situation is the wrong solution to what could likely become a progressive problem.

1. Act quickly.  It’s important to take action as soon as the problem behavior becomes evident.  Often a problem employee has no idea his behavior is a problem or that others react negatively to his actions.

1. Do your homework.  Collect all the facts you can before you act; always act on facts and not rumors or gossip.

1. Develop a plan.  Create an outline of what you want to accomplish in the discussion with the employee; e.g., descriptions and examples of the problem behavior, time set aside for the employee to respond, descriptions and examples of acceptable behavior, an offer of help to the employee, a detailed timeline for monitoring expected improvement, and the consequences for not improving.  Decide whether you need to have others, like an HR representative, present in the meeting.

1. Confront the Problem.  Meet with the problem employee in private.  It’s important to deal with the behavior and not the person; this is not an emotional battle and you shouldn’t get emotionally involved or  argue with the employee.  However, make it clear you’re approachable and you want to help the person succeed.

1. If all else fails, termination may be necessary. If the employee continues to deny his inappropriate behavior and refuses to try to improve the situation, the manager needs to place this person on the fast track towards termination.  Preparing for that will be covered in a separate article.

Remember, as a manager, it is up to you to decide if these employees are worth keeping in the company or if both they and the company are better off if they were replaced.

Photo credit: Rennett Stowe

Managers and bosses who have no experience or training in how to properly conduct a performance review often use the review as intimidation aimed at preserving their authority and power advantage. Such intimidation is unnecessary inasmuch as both parties know the boss ultimately has the power with or without the performance review.

Two People, Two Distinct Goals

The mind-sets held by the two participants in a performance review often work at cross-purposes. The boss wants to discuss where performance needs to be improved (while the subordinate is focused on issues as compensation, job progression, and career advancement. The boss is thinking about missed opportunities, skill limitations, and relationships that could use enhancing; while the subordinate wants to put a best foot forward believing he or she is negotiating pay.

All of this puts the participants at odds, often times talking past each other. At best, the discussion accomplishes nothing. More likely, it creates tensions that carry over to their everyday relationships.

Great Lakes Profiles offers a number of products and solutions designed to circumvent the contention so often present in employee performance reviews. For example, our employee pre-assessment tool, Profiles Performance Indicator™ (PPI), offers a DISC-type assessment which reveals aspects of an individual’s personality that could impact their fit with their manager, coworkers, and their team as well as their job performance. Knowing these tendencies before the hire will greatly lessen the chance of future assessment conflicts.

Contact us today for more information regarding employee assessments and other workforce challenges.

This post is brought to you by the good folks at Great Lakes Profiles, Inc.

Photo credit: Ambro ]]> http://greatlakesprofiles.com/blog/the-truth-about-performance-reviews/feed 0 http://greatlakesprofiles.com/blog/be-all-that-you-can-be http://greatlakesprofiles.com/blog/be-all-that-you-can-be#comments Thu, 13 Oct 2011 20:42:16 +0000 mitch http://greatlakesprofiles.com/blog/?p=269 Being a good employee doesn’t happen by accident.  There are things that people do that make them the employees that companies find invaluable.  It isn’t what is on your resume to makes your boss keep you, but instead it is what you do on the job.

If you perform as you should, you will most likely keep your position.  But for most people, they want more.  You cannot be mediocre at your job and expect to get the first promotion that becomes available.  Here are some tips that will help you stand out from your coworkers:

Don’t be on time. Instead, arrive at your job fifteen minutes early in order to prepare for your work.  This allows you time to greet your boss and your coworkers, and get your mind prepared for the work ahead.  Also, if you are running a bit late, you will still be “on time.”

Always be professional. Some fun on the job at times is great.  It keeps moral high and lets everyone enjoy their work.  A joke now and then is fine.  But remember that the work place is not a playground.  Stick with the task at hand.

Know ... Read more

Being a good employee doesn’t happen by accident.  There are things that people do that make them the employees that companies find invaluable.  It isn’t what is on your resume to makes your boss keep you, but instead it is what you do on the job.

If you perform as you should, you will most likely keep your position.  But for most people, they want more.  You cannot be mediocre at your job and expect to get the first promotion that becomes available.  Here are some tips that will help you stand out from your coworkers:

Don’t be on time. Instead, arrive at your job fifteen minutes early in order to prepare for your work.  This allows you time to greet your boss and your coworkers, and get your mind prepared for the work ahead.  Also, if you are running a bit late, you will still be “on time.”

Always be professional. Some fun on the job at times is great.  It keeps moral high and lets everyone enjoy their work.  A joke now and then is fine.  But remember that the work place is not a playground.  Stick with the task at hand.

Know your job thoroughly. Whether the work is tedious and repetitive or different each day, learn everything you can about it.  Be the person in the organization that knows the most about the job.

Give a bow to the gatekeepers. Other people in the organization, like secretaries, cafeteria workers, stock people, and janitorial employees are the ones that support your job.  Be kind to them, ask them for their services instead of expecting them, and build relationships with them.  Don’t fraternize with coworkers that mistreat and disrespect them.  You will build a reputation of respect.

Be proactive in getting the job done. Volunteer to help your coworkers to get work done that helps to meet a deadline.  Along with your own work being on time, other projects will be, also.  This leaves a great impression with the boss.

Stay off the telephone. Receiving or making a lot of personal telephone calls interrupts the flow of your work, and means your boss is paying for time you are not devoting to him or her.  Simply remind your caller that you are working and you will return the call on a break.

Keep in mind that it is not whether YOU think you are a good employee, but rather the opinion of your boss and the organization.  When you walk in their doors, you are their servant – not the other way around.

This post brought to you by the good folks at Great Lakes Profiles, Inc.

Photo credit: Chris Yarzab

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Did You Know 30% of job applications contain false information and the 75% of employees whosteal from employers do so repeatedly? Did you know that 20% of workplace death is linkedto drug or alcohol use? These are frightening statistics. So how do you protect your companyfrom falling victim to employees who exhibit these behaviors? Enter the Employee BackgroundCheck.
What is included in an employee background check?Types of Employee background checks include:

• Consumer Credit Reports
• Criminal History Record
• Drivers’ History Report (DMV)
• Education Verification
• Employment History Verification
• Foreign Nationals Terrorist Sanctions Search (OFAC, CLFST & OSFI)
• Identity Verification Search
• Incarceration Records Search
• Military Service Verification
• Cursory Nationwide Criminal Index Database Search (CNID)
• Many other types of background checks

Why should you do background checks on your employees or potential employees?

You, as an employer, are entitled to know who you are hiring before you make an offer andyou are also legally obligated to know the backgrounds of the people whom you hire. Failingto put an employee through a thorough background check not only puts your company at riskbut also creates a negligent hiring liability that may threaten your business’ future. You shouldbe aware that carrying business liability insurance may not be enough to protect your companybecause many policies do not cover negligent hiring. Don’t assume your policy will protect yourcompany. Check with your insurance agent to be sure your policy covers negligent hiring.

Can an employee background check be considered invasion of privacy?

In order to protect the companies who use them, Employee Background Check services areconfined to careful searches of legally available public records. There is never an invasion ofa prospective employee’s privacy.

How does the process work?

Great Lakes Profiles will provide you with an easy to use online environment that is flexible andallows you to quickly and easily request applicant profiles and public record information fromyour customized website. You can request to retrieve your information via the web or have itdelivered via fax or email depending on your individual needs as the user. You manage the ordering process and monitor supplier delivery all from a single web interface.

What’s the next step?

Please contact Great Lakes Profiles, your authorized Profiles International business partner at 1-248-693-3329 for a complementary demonstration. For more information, visit us on the web or connect with us on Linkedin.

There are three players when it comes to employee engagement. The employee himself provides the starting point. Secondly, the organization can support or teardown engagement levels by the structures and policies it has in place. Finally, the employee’s manager likely plays the biggest role.

The focus here will be on what managers can do to impact employee engagement.Here are seven engagement drivers from Great Lakes Profiles on how managers cantake action today and have a positive impact upon their employee’s engagementlevels at your organization:

1. Pride in the Organization — The manager must positively, honestly, andcontinually communicate your organizational strategies, values, and successes inthe delivery of your product or service to employees. She should take time to talkwith her employees about what brought them to your organization, and define theirvalues, mission, and definitions of success. When genuine success stories are shared,employees have a sense of pride in being part of your organization.

2. Job Fit — The manager makes clear how employees’ performance align withyour overall company strategy and goals while positively reinforcing success. Thisinvolves making sure all information that would benefit employees gets to them asquickly as possible. When employees know their contribution is appreciated andis important to the success of your organization and understand how their role is apart of the bigger picture, they are more engaged.

3. Nature of the Job — The manager structures the employee’s job with clearexpectations that take into account the interest of employees and makes sure thereis a “skill match.” Managers need to discover what is unique about each person,and capitalize on this uniqueness. Managers who can do this derive the employee’semotional and mental stimulation from the day-to-day content and routine of thejob, thereby raising the employee’s performance level.

4. Trust-Integrity-Credibility — The manager protects his personal credibility byfollowing through on commitments and by giving honest and complete answers toquestions and challenges. Further, if a manager makes a mistake, he owns up to itand does what is possible to make amends. Leaders must always remember thatpeople judge actions and not intentions.

5. Supportive Culture — The manager capitalizes on everyone’s strengths, letsthem know their importance to the team, and communicates in ways that showsthe team is valuable. She also ties individual success to group success, celebrates
achievements, and responds to the needs of the team. Employing these tactics makeemployees feel they have the willing assistance of team members in achieving goals,thus fostering a sense of team at your organization.

6. Emotional Connection — The manager has a rapport with her employees. Thisis all about the concept of “Emotional Intelligence,” as articulated by Daniel Golemanin his book of the same name. A manager has to understand how her emotionshelp or hinder her in her interactions with employees, and she needs to knowhow her employees perceive her. Also, a manager has to develop an awareness ofher employees’ needs and then respond with an appropriate balance of meetingpersonal needs while assuring professional accomplishment.

7. Employee Development — The manager actively assists in and identifiesa viable career path for his employees. Most organizations gravitate towardpromotion by grade or position, but there are other options as well like movingto a different department — a lateral move. Another classic business model forsuccess is to find a void and fill it. Help employees create a new job. Mentoringfellow employees is another career path option. When managers discuss the variousoptions—beyond just promotions—employees see a viable career path at yourorganization.

Employee engagement is all about discretionary effort, employees going above andbeyond even when they don’t need to. Many of our organizations employ peoplewho have career options and have more control over the means of production thanever before—they can take their knowledge and skills anywhere. Managers who usethe above engagement strategies will be doing their part to help develop employeeswho want to work for your organization rather than your competition.

This post is brought to you by the good folks at Great Lakes Profiles, Inc.
Photo credit: Ambro

There are ways to enjoy the innovation that diversity often brings–while minimizing cultural conflict. Dale Carnegie Training tips will help you turn cultural conflict into opportunity for growth.

Be there. Be positive.

Don’t be afraid to address problems. Ignoring them will not make them go away! Listen calmly and let each person involved know that you will listen objectively. When people realize that you are willing to hear their concerns, they’ll be more likely to trust you.

Ask questions.

Make sure you understand the situation clearly. Get an account of the issue from each side. Listen respectfully, and understand the point-of-view of each person involved.

Make thoughtful decisions.

Don’t act until you’ve considered the issue from each angle. You’ve asked questions, and you’ve listened; now is the time to see the bigger picture. Consider solutions that will accommodate all parties and lead to greater office unity.

Stress unity.

Find ways to build a team that works well because of diversity. Build teams of people from different backgrounds, and help them learn to work well together. Establish relationship-building activities: create social events and encourage participation. A company book-club can lead to discussion and understanding, for instance; a regular company-wide potluck lunch can bring people together, particularly if you find ways to encourage employees to socialize with people outside their normal group.

Consider forming target teams to address workplace-related issues, and try to include employees from many different ethnicities. If your company does not have a peer mediation team to discuss cultural issues, consider establishing one.

Be an example.

You want your employees to trust each other, so begin by extending trust. Encourage new ideas and innovative techniques. Actively seek feedback from employees of different background, and be open to integrating as many of their positive ideas as possible.

Lead your company in cooperative techniques, and employee diversity will create a richer workplace.

Photo credit: KaiChanVong

In offices, tasks that are strictly data entry can cause workers to fall asleep on their computer keyboards, not only by being repetitive but also requiring the workers to sit for long periods of time.  The motivation for completion dwindles rather quickly.

However, just a small bit of effort on the manager’s part can perk things up a bit and give employees some reasons for loyalty to their work and the company.  Everyone likes to be treated well, and given the respect they deserve.  If employees always hear about what went in their day, the next day will not be any different.  They will continue to make the same mistakes, not caring about the outcome.  On the other hand, if employees are complimented on what they do well, they will strive for that perfection in everything they do in their work.

If the same employees make the same mistakes, perhaps there is a problem in their initial training for their work.  Perhaps allowing them a day away from their tradition jobs for a day of “brushing up” will help.  Provide some refreshments, and have a little fun during the training.  This allows managers to get to know their employees better, showing that they do care about them as individuals.  People like to be acknowledged as individuals.  Learn names and be cognizant of personality traits.  If the group of employees is rather small, learning a small bit about their lives outside of work builds confidence and loyalty.  Asking how the family is or how the home renovation is going shows that the manager is paying attention to each employee as a person, and not a number.

As time is allowed, plan an informal get-together, such as a pot-luck lunch.  This gives employees a break from the routine drudgery of tedious jobs and a chance to socialize without having to discuss their work.  Any occasion can be a reason for celebration in this way, especially employee birthdays and important achievements.  But the best occasion is a “just because we can” day that gives employees a well-deserved break.

This post brought to you by the good folks at Great Lakes Profiles, Inc.

Photo credit: Paul A. Hernandez

However, there are times when that working relationship goes beyond the workplace.  Gatherings for holiday celebrations, informal meetings, and social occasions come into play.  But there are some guidelines that employees and employers should follow in order to make the best of these situations.

Limit any consumption of alcoholic beverages. Loose tongues tell tales that may be detrimental to your career.  Revealing personal aspects of your life may become a roadblock in your career.  For example, don’t talk about your spouse’s bad habits or the argument you had last week.  There are better times for that, and coworkers, managers, and subordinates are not the people to discuss them with, since they may be taken to the work place.

Dress appropriately for the occasion. If the occasion is at a sports bar, then casual wear is appropriate.  But when those off-the-clock occasions are at a more formal location, wear what is appropriate.  For instance, men should wear a tie, and ladies should wear either a conservative dress or pant suit.  Never get totally “all jeans and T-shirts” in a work-related occasion.

Social Does Not Mean Best Friends – When you are out and about on the town and run into a co-worker, manager, or subordinate, it’s appropriate to acknowledge them and have a brief chat.  Perhaps you might even meet some of their friends that you can add to your network of resources.  But that does not mean that you are the best of friends at work.  Make sure that the person realizes that you are being social, and not building a personal relationship outside of the work environment.

There are times when you have to draw the line on where a work relationship ends and a social relationship begins.  Sometimes, those social relationships can work.  But other times, the social relationship can affect the work environment.  Careful consideration is required to find that fine line that divides the two of them.  Being social at work can have its consequences and benefits.

This post brought to you by the good folks at Great Lakes Profiles, Inc.

Photo credit: Kate Ter Haar

There is time in everyone’s career when we have to work for a difficult boss.  But there are some things you can do get through your day without getting fired – and better yet, make yourself a success in your career.

Know your boss’s pet peeves – Knowing some of the things that set them off gives you an insight to their personality, while teaching you some things about human nature.  Even you have certain things that irritate you to no end.  Remember that he or she does, too.  Then avoid those things.  This shows that you care about his or her preferences, and makes the boss think that you must be as smart as they are.

Know their communication style – Some bosses use informal emails or notes for communication, which is fine.  You can use them also.  But if the boss tends to use profanity, don’t react to it, and don’t use it yourself.  Your shock at its use or your willingness to fall into that pattern shows weakness.  In other words, you have become a “yes-man” that will do anything to please the boss, whether it is good for the company or not.

Keep your opinion to yourself – Whether you like your boss or not, don’t discuss your feelings about him or her at work.  Keep your lip buttoned until you are blue in the face, but never show any negativity toward the boss in front of your coworkers.  If the boss sees that you are “unaffected” by their bad behavior or lack of management skills, you will find more success in your job.  The boss may just lay off and let you get your work done in the fashion that lets you meet your deadlines with appropriate results.

These tips may not solve all of your problems with your boss, but after some time goes by, you will learn how to manage your boss and be a success in your career.

This post brought to you by the good folks at Great Lakes Profiles, Inc.

Photo credit: Jonny Hunter

Been there, done that – This is an applicant that has many years of experience at a higher level, and for some reason decides to go back to a lower level.  Usually there is no explanation given, but the applicant is seen as burnt-out, washed-up, and in the worst cases, too old.

Too full of myself – Often this applicant is older than the hiring manager, and comes off as having too many years of experience and sounds as though he or she was responsible for every major accomplishment in the field.

Totally incompetent – This applicant has worked at the same level for a long time without seeking a promotion.  He or she is seen as a liability.

Out of work, desperate for any job – This applicant did not explain why someone that worked at this level years ago is willing to work at a lower level, and is seen as someone that will leave as soon as they find a better offer.

Way too expensive – This job-seeker was earning significantly more than the top of the salary range for the current position, and is seen as someone that is out of touch with reality.

To overcome the overqualified label, concentrate more on your skills and accomplishments than job titles.  Match your skills to the employer’s own words in the job description, and downplay the skills that do not apply.  Another tip is to take the issue of salary off the table.  Let the employer know that you are completely flexible about salary, and that your previous salary is not relevant to your current application.  You should also demonstrate loyalty by pointing out the longevity with previous employers, and show interest, enthusiasm, and admiration.

This post brought to you by the good folks at Great Lakes Profiles, Inc.

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