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Shark Attack! Shark Attack! Hiring, Firing and Navigating Employee Relationships
Lauren Wilson-Carr, J.D.Lauren Wilson-Carr, J.D.University of AlabamaUniversity of Alabama
[email protected]@fa.ua.edu
Hiring……. UGGGGGGG
Interviews…. Can you really get to know a person?
Yes… if you know what your office needs:
Technical requirementsCommunication requirementsMotivation requirementsBehavioral requirements
Technical Requirements
• What are the essential job requirements?
• Will this position interact with others on a regular basis? Who are the others?
• Does this position require creative problem solving, or is it repetitive in nature?
• Do you need an example of their work, i.e. writing sample or other technical example.
Communication Requirements
• Will this position communicate with faculty, upper administration?
•Will this position communicate mainly in-house?
•Will this position communicate with others at all?
•Can they listen?
•What does their body language communicate?
Motivation Requirements
• Is this position one that demands independent work?
•Is this a position that has heavy supervision?
•Is this a “dead end” position?
Behavioral Requirements
Probably the MOST important of them all:
•Attention to detail•Adaptability•Communication Skills•Decision Making•Delegation•Independence•Initiative•Leadership•Time Management•Stress Tolerance
Legal No-No’s in Hiring
Discrimination
•I can’t tell from looking at you, but your name indicates you are Muslim. Do you belong to a church around here?
•How old are you?
•You speak with an accent, where are you from?
•You act like you have a mental disability, do you?
•Do you have children? Do you plan to?
•You’re very attractive, are you married?
You’ve Hired…. badly
That brilliant hire starts:• Not fulfilling job requirements• Snaps when work is given to them• Argues with co-workers• Gossips about co-workers• Sits in their office with the computer facing the door• Disappears during the day• Growls at management• Holds up projects• Brings office morale down, or… brings the office together to combat the common enemy
Why Did This Great Hire Go Bad?????
• They aren’t being advanced quickly enough.• Supervisors aren’t fair.• Lack resources to do their job.• Underpaid or overworked as compared to others in the office.• Their opinions are ignored or don’t matter.• Pressure to produce, not do quality work.• Not included in decisions that affect them.• They get treated differently from others in the office.
Disgruntled employees complaints:
How to Avoid the Disgruntled Syndrome
From day one:
• Establish clear expectations, and clear understanding of the job requirements.
• Coach the employee from day one, make sure they understand what their job is, what is expected, keep reinforcing if necessary.
• Let them know mistakes will be made, it’s not a problem as long as they are corrected.
How To Avoid the Disgruntled Employee
• Train them properly, even the sharpest knife in the drawer needs help when they start a new job.
• Don’t assume they understand their job duties.
Positive Reinforcement
• All most folks need is to be thanked and appreciated.
•Don’t over-do it.
•Don’t under-do it.
• Reward employees with requests they have, let them know you appreciate their work.
When an Employee Has a Problem
• Let them know they can discuss it with you (from the get-go).
• Define the problem
• Identify the motivation
• Suggest Solutions
• Resolve the issue
• Follow up
It’s Just Not WorkingYou’ve been nice, open, caring, patient, loving, respectful… and they are still:
• Mean, nasty, hateful and disrespectful of the office.
• Not doing their work, but would win in the national solitare on-line tournament.
• Being sick… a lot.
• Holding up other’s ability to get their work done. • Wants comp time for all their ‘overtime’.
•Rats out other employees.
• Is just a plain nincompoop
Counseling The EmployeeDocument, Document, Document
• Whether it’s a note to yourself, or a formal document
•Date, time and location of incident(s)•Negative performance or behavior•Consequences of the employees action
Example:
3/8/08, 2:35 p.m. outside Steve’s cubicle
I heard Steve speaking rudely and loudly to Dr. Roy on the phone. Steve mentioned Dr. Roy’s name and was telling Dr. Roy that it was not Steve’s faultthat the sub-contract had not been completed. Steve told Dr. Roy it was Dr. Roy’s fault because Dr. Roy had been “too busy” to get the sub-contract to Steve’s office, which then had to be sent to the legal department, and “those jerks never did anything quick”. Steve told Dr. Roy not to call back, Steve would call Dr. Roy when it was ready.
I went into Steve’s cubicle and asked him what had just happened. Steve’s face was red from anger. He said Dr. Roy was a jerk and was insinuating Steve was not doing his job.
Steve was speaking so loudly that all the employees in that area heard him.
I told Steve I agreed with Dr. Roy. I asked him to please take a break and calm down and come talk to me in 30 minutes.
Counseling the EmployeeWhen meeting formally: Document, Document, Document
• Date, Time, Location• Negative Performance• Consequences of that action or behavior • Reference to prior discussions• Action that needs to be taken & specific improvement• Consequences if improvement is not made• Set a follow up date• Document the employees reaction to the meeting, let them submit a rebuttal if they want• Document any witnesses if applicable
Legal No-No’s
• Don’t act outside the policies and procedures at your institution.• When you know you’ve got a problem employee, contact your HR person immediately for advice and help.• Review your institutions behavior conduct policy, the employee is bound to have broken any number of rules.• Don’t focus on the employees attitude… focus on their behaviors.
So, You Have to Fire It
If you’ve been a good coach and counselor, it will be obvious to the employee, and not a complete shock.
• Follow the policies of your institution.• Have someone higher on the food chain review your decision.• Employment at Will Doctrine.• Contact computer support and telecommunications if needed.
You’re Fired
• Remove distractions from your office.
•Timing.. Give them time to got to HR or your supervisor.
• Stay positive. Be matter of fact. Do not let them pull you into a confrontation, do not create bitterness.
•Thank the employee for the contributions to the office…sincerely, there must be some.
You’re Outta Here….
• Do not assess blame or make apologies. Explain what the job requires, and the employee’s skills don’t match. You can explain that it didn’t work out, but DO NOT apologize.
•Be Clear, let them know this is BYE, BYE. Let the employee ask questions, ask to speak to someone else, etc. This is stressful, consider their emotions and thought process.
•Let them respond and speak their mind. Don’t interrupt, contradict or defend their firing. Acknowledge their points, but don’t admit any wrongdoing on your part.
Please, Just Go and Don’t Make Me Talk Anymore.
•End on a positive note. Thank them for what they have done for the office. Wish them the best luck for their future. Tell them you will be a reference for their contributions to the office.
•Tell them (depending on the situation) you have boxes available to help them move their personal stuff out of the office.
