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| Hiring, Terminations and Retention |
| Retake Control of Your Company: Employees can be |
John Smith’s business involves frequent travel, so he trusts his longtime admin assistant to ensure the office is run efficiently in his absence. She frequently “reminds” him that she holds this level of responsibility. John has given her several raises and bonuses, yet she continues to demand a higher salary. John has just returned from a business trip and learns that his assistant has spent much of her time engaged in non-work Internet chat and personal shopping via his office computer system during his absence. The assistant is well aware that this is in strict violation of company policy, as she just recently sent out a memo to all staff on this very topic. John feels betrayed but doesn’t want to rock the boat by making a big issue of it.
Title Mortgage Company employs a skilled loan officer who earns a very good wage, and is provided with full medical insurance benefits, retirement plan and yearly bonuses. Yet the loan officer makes life miserable for boss Lynnae, because he never acknowledges these perks and is a constant source of negativity that downgrades the morale of the entire company. Lynnae values his skills but hates the tradeoff of having to put up with his negative attitude.
Does this sound familiar? Employee morale and performance issues can be extremely challenging and time-consuming for employers. Yet it can seem that the more the employer gives, the less good comes of it. Employees can become “bottomless pits” of ever-increasing demands for more perks, benefits, salary increases, etc., without possessing sufficient skills or demonstrating a level of performance sufficient to justify this.
Also, the prospect of needing to recruit and replace the problem employee may be so daunting that an employer will choose to put up with the employee and meet their demands. Before long, the employer is afraid to say anything negative to the difficult employee and tiptoes around his or her own business. It can seem that “nice guys” really do finish last. At this juncture, what is needed to turn the situation around? More raises, bonuses, and unjustified praise, in hopes the employee can be appeased?
This employer has forgotten his or her role and that of the employee. This is the time to stand back, objectively review the situation and retake control.
- Define the problem. Who is involved and what are the issues?
- Try to understand why the employee is behaving as they are. Be direct and honest in your communications with the employee about this. Make sure there are no additional “hidden” problems. Our Human Resource Specialists can assist you in identifying issues and making sure any potential legal fallout is considered.
- Determine if you want to retain this employee. What would be the consequences of terminating them and starting fresh? Or will this individual respond to a frank sit-down talk about exactly what needs to change and the consequences of it not changing?
- If you need to terminate the employee, do it promptly.
- If you do want to work with them, clearly communicate your expectations and what needs to change, as well as the consequences if this does not occur.
- Follow through and stand firm for the likely employee emotional “fallout.” The dust will likely settle and your business will run more smoothly. If the employee is not able to adjust to having you take back the reins, then you should replace them.
- Don’t give raises or good performance reviews in an attempt to motivate or change a poor performer – it doesn’t work. The employee knows they do not merit the raise and will respect you less for it.
Take the reins and guide your own business. It is your choice to engender a workplace ruled by fear, bribery and manipulation or one operating on the basis of reasonable goals, clear communication and mutual respect.
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