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Managing Difficult Behaviour
1. Leading Staff & Managing Unsatisfactory Performance Understand the origins and the scope of employee rights and management rights. Explain why there must be a balance management’s rights and employees’ rights when designing employment policies. Understand the relationship between employer / employee and distinguish it from employment at will. Distinguish between progressive discipline procedures and positive discipline procedures. Managing Discipline
2. Apply fair standards to a case of staff misconduct and justify the use of discipline. Manage difficult people who challenge their leaders with such problems as poor attendance, low performance, insubordination, and substance abuse. Avoid disciplinary actions by taking a proactive and strategic approach to managing your staff . Managing Discipline
3. The performance problems have been documented and have been brought to the attention of the employee The employee has been given the opportunity to improve, and After a reasonable period of time, the problems have not been rectified. Management Rights Performance as Cause
15. Communicate Concerns : Use the “3 F’s” - fair, forthright and firm - Fair - (1) how he/she has treated other employees for similar infractions (2) whether the employee understood your expectations and the consequences for failing to meet them (3) whether there are extenuating circumstances which might explain the behavior (4) whether the employee has any past discipline issue. Forthright – Ensure that the employee is notified of your real concerns . Firm – Ensure that employee understands that changes must be made.
