Michael--your outline is pretty responsible and true to the organizational
world that most people live in. Your outline combines behavioral
modification processes with risk management methods.
Another approach, though, might be to never attempt to "handle" a problem
employee. I realize this is a figure of speech, but it speaks to a mental
model that's necessarily problematic in and of itself.
Realize that most "problems" result from inappropriate behavior rather
than deficient performance. Additionally, deficient performance is often
the result of personal or organizational systemic problems, such as
relationships, drugs, illness (mental, emotional and physical), etc. If
behavior and performance standards are open, discussed and integrated into
the organizational culture, then it is much easier to reflect
inappropriateness or poor performance back to your colleague (again, the
label employee--while legally sufficient--is sometimes damaging to
developing personal capacity for power, including the power to fix
oneself). Cultures than allow or encourage "undiscussable" behavior tends
to end up in more drastic methods of "fixing" the problem.
If we can tell a person that "it appears that their performance or
behavior is not up to the standard," and encourage them to review and
correct their own performance or inappropriateness. We may also suggest a
need to review the process or system to look for potential dysfunctions
which might be creating and reinforcing the shortcoming we have noticed.
It's always useful to seek responsive and quick closure on these course
corrections.
At the same time, I also acknowledge the need for documentation (in the
event of litigation); the utility of Employee Assistance Programs (EAPs)
and other professional resources to improve behavior and performance; and
the use of annual or sick leave to get the person away from the workplace
temporarily for a period of rest and reflection.
-- "Duct tape is like the Force. It has a light side, a dark side, and it holds the universe together." -Carl ZwanzigThresholds--developing critical skills for living organizations Richard C. "Doc" Holloway Olympia, WA Please visit our new website, still at <http://www.thresholds.com/> <mailto:learnshops@thresholds.com>
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>