How to be the Bad Guy without Being Bad: Strategies for Getting Your Staff

Back on Track

Mary Carmen ChimatoAssistant Dean, University Library

University of the PacificStockton, CA

Discussion Points:

Who am I & why am I qualified to talk about this? The effect of poor performance on an

organization The three types of performance issues Why punishment does not work Performance improvement discussions Solving performance, attendance and attitude

problems The “no-fault divorce” aka dismissal

Being the Assistant Dean at Pacific:

Administrator UoP Library:

30 FTE (10 librarians, 20 staff)

Access & Delivery Services Division:Circulation, Tech Services, IT16 FTE, 10-15 student employees

Serving 6,700 students, 9 colleges, 3 campuses

Access & Delivery Services Department, NCSU Libraries

Poor Performance Can Eat Away at an Organization…

…rendering it unproductive, slow-moving, low-achieving and ultimately ineffective.

Basic Responsibility as a Manager:

Development of productive and well disciplined individuals

Three Types of Personnel Problems

Performance

Attendance

Behavior/Conduct

Punishment FAIL!

Uncertainty

Inconsistent

Long-term disaster

Performance Improvement Discussions

Know your organization’s process

Serious and planned discussion

Specific goals

Structured

Prepping for a Performance Improvement Discussion

1. Identify the specific difference between the actual and the desired performance.

2. Analyze the impact of the problem: Why it needs to be solved?

3. Identify the consequences the employee will face if change does not happen.

4. Determine the appropriate action plan.

Actual versus Desired Performance

Which type of problem is it?If there are multiple problems, limit the discussion to the highest priority issue.

Be specific about the issueEffectively describe what you want versus what you are actuallygetting from the person’s performance.

What is the desired performance? (What do I want?)

What is the actual performance? (What do I get?)

Why the Problem Must be Solved

What is the goal of this meeting?To get the employee to agree to change.

Avoids the rollercoaster of employee performance.

Gaining Agreement:Offer the good business reasons for why there needs to be

change.

List the problem’s effects.

Determining Consequences

Generate a consequence list

Tool to help the manager feel more confident while having the discussion.

Disciplinary action, but what else?

Logical consequences of actions:Having an office or cube movedChange in supervision Change in workflow

Determining the Course of Action

The first 3 steps inform course of action.

Disciplinary action versus performance discussion

Five Questions to Assist in Choosing a Path

1. Did the employee understand the rule or policy that was violated?

2. Did the employee know in advance that such conduct would be subject to disciplinary action?

3. Was the rule violated reasonably related to the safe, efficient, and orderly operation of the business?

4. Is there substantial evidence that the employee actually did violate the rule?

5. Is the action planned reasonably related to the seriousness of the offense, the employee’s record of service, and to action taken with other employees who have committed similar offenses?

Carroll R. Daugherty, Grief Bros. Cooperage Corp,. quoted in James R. Redeker, Discipline: Policies and Procedures, 1983.

Conducting a Performance Discussion

Who, What, Where, When, How Long & Why?

Opening statement: put the employee at ease by getting straight the to the point.

“There’s something that’s concerning me and I need to talk to you about it.”

“I’m dealing with a situation that is troubling me and I need your help to resolve it.”

Go into a specific/detailed discussion of issue.

Conducting a Performance Discussion

Hand the ball to the employee:“Tell me about it.”“What can you tell me about this?”“Is there something I should know?”

Practice active listening

Gain agreement:Review statement of actual versus desired performance.Ask employee to agree.Use logical consequencesPersonal responsibility and locus of control

End on a positive expectation of changeFollow-up in writing (email or formal memo)

Solving Performance Problems

Two causes: lack of knowledge or lack of execution.

Deficiencies in knowledge are cured by training.

Deficiencies in execution are approached differently:

1. Clarify expectations: can they explain what is expected?

2. Remove obstacles: resources to do the work are available.3. Provide feedback: regular, accurate and timely.4. Arrange appropriate consequences.

Solving Attendance Problems

The cause of any absence is irrelevant. Only the effect counts.

Build individual responsibility so that the employee understands that coming to work is a condition of employment. So is coming to work on time.

Address as you would a performance issue:

Logical consequencesGain agreementPersonal choiceFurther action

Three ways to make a fundamental change in a person’s attitude:

psychotherapy

religious conversion

brain surgery

Solving Attitude Problems

Discussion Difficulties

The “Yeahbut” Game

The Silence Game

The “I’ll Try” Game

The Irrelevancy Game

The “No Fault Divorce” aka Dismissal

Have a plan:Everything that needs to be done before the dismissal meeting.The face to face meeting.Everything that will happen after the meeting.

Run it by a jury first:Was the employee aware of their unacceptable performance?How do you know that they knew?Do you have any documentation?Were they given time to improve?Was training provided?

The “No Fault Divorce” aka Dismissal

Write a script:Keep it short and to the point.Listen to the employee’s response.Repeat as necessary.Anticipate questions or concerns.

Avoid misdirected compassion

Questions?

Contact Me:

mchimato@pacific.edu

marychimato@gmail.com

AIM/YIM: mcc6676

Gtalk: marychimato

Twitter: PigsInSpace

circandserve.wordpress.com

http://www.slideshare.net/mchimato/how-to-be-the-bad-guy-without-being-bad