To intersted parties:
I have not had followed the complete exchange on this topic, but my
experience has been that there is a process that should be implemented
when handling "problem" employees.
1. Manager should identify the deficiencies in the employees performance
2. Next extraneous life circumstances should be considered to see if
there is a reason for the poor performance
3. A set of goals for should be set up with the employee with their
agreement that they are attainable and when they will be reached.
4. Plan and carry-out frequent status meetings to see how the individual
is doing and evaluate if they are making progress.
5. Document everything. You will need it if the process ends in
termination
6. If the employee hits the goals work on new ones. The intent is to
teach them to teach them to set their own course for professional growth.
7. If the employee does not reach the goals, again document everything,
determine the reasons, if it makes sense set new goals.
8. If there is no good reason for missing the goals, continue documenting
their poor performance, begin talking with your HR department about
termination, perform frequent evaluations with the employee.
9. If the employee still does not change, terminate them. At this point
they have demonstrated that they are not interested in being a product
part of their company.
10.One final note: get plenty of advise from superiors and peers. It's
easy to lose your perspective in this situation.
--"Michael Brown" <mike-leabrown@worldnet.att.net>
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>