Dealing Effectively With Unacceptable Employee Behavior On-Site Training

This on-site training class is also available as Public Schedule Seminar.

Get expert advice on the sticky issue of disciplining workers whose performance just doesn’t measure up. Learn how to handle each step of the process—from recognizing the problem and assessing its severity … to intervention strategies … to termination procedures.

Course Description/Agenda

You’ll learn:

How to recognize the 15 warning signs that a problem is brewing
How to act—not react—in a negative situation
How to offer constructive feedback
How to set measurable performance standards and communicate them to your employees
And much more

Program hours: 9:00 a.m. – 4:00 p.m.

Identifying the root causes of performance problems

Why bosses sometimes fail to recognize—or worse, fail to address—performance problems
The good news: When a “problem” employee really isn’t a problem
The major reasons employees don’t perform up to standards
15 warning signs that a performance problem is brewing
How to gauge whether a worker has a true performance problem or a personality clash with you or other co-workers
Recognizing the most common types of difficult workers
Identifying and getting help for employees whose performance problems are rooted in substance abuse, emotional or mental problems or pressing personal concerns
Understanding how you, as a manager or supervisor, may inadvertently contribute to or create performance problems

Tips for maintaining an open communication channel with a problem worker

What to say—and what not to say—when you ask an employee to meet with you about a performance issue
The 10 characteristics of constructive criticism—and how to use it effectively to convey the perceived problem to the employee and promote productivity
How to avoid the communication breakdowns that can escalate a problem situation
How to avoid making emotionally charged statements that trigger a negative response—and lay the foundation for a lawsuit
Don’t soft-pedal the issue: The importance of using specific, clear and direct language when communicating with employees about performance problems

Positive intervention techniques for turning performance problems around

The importance of taking corrective rather than punitive action
The critical differences among coaching, criticizing and disciplining—and how to decide which approach a particular situation calls for
When verbal reprimands are effective—and what you can do to prepare for and manage workers’ reactions
Avoiding several common—but ineffective—managerial tendencies for dealing with problem employees
6 ways to provide employees with additional training—even if you’re on a limited budget
Guidelines for establishing measurable performance standards and communicating them clearly to a problem employee
One vital step you must take to gain employee acceptance for the solution to a performance problem
The major elements every successful performance improvement plan must include
How to avoid the common mistakes managers and supervisors make when preparing for counseling sessions or performance reviews
A step-by-step checklist for conducting effective intervention meetings
Avoiding one of the most common reasons employee improvement plans fail to work

When the problem persists: How to conduct a formal discipline conference

How a discipline conference differs from a counseling meeting and other intervention strategies
A step-by-step checklist for conducting an effective—and legally sound—discipline session
Crying, anger, hostility and a variety of other employee reactions you may encounter during a disciplinary or termination meeting—and specific strategies for handling each
Innovative techniques that often work when traditional approaches to discipline don’t get results

When to terminate

Employee actions and behavior that affect performance—and when they warrant termination
Examples of gross misconduct that are grounds for immediate dismissal—and how to keep control of the situation
A 6-point checklist for determining when termination is the best course of action
The 3 actions you must take before firing
How to build your case with solid documentation
Step-by-step guidelines for conducting a termination meeting
What to do after a termination to minimize negative repercussions among remaining workers

How to protect yourself and your organization from grievances and legal problems

How to develop a progressive discipline policy that gets results and minimizes the legal liabilities of your organization
5 potentially explosive scenarios to avoid at all costs
6 actions you can take during disciplinary interviews to reduce the risk of lawsuits
Understanding the double-edged nature of your organization’s employee handbook—how it can be a valuable tool or a legal liability, depending on the circumstances

More Seminar Information