Printwear

November '19

For the Business of Apparel Decorating

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1 2 P R I N T W E A R N O V E M B E R 2 0 1 9 • External—Is there a situation occurring outside of work—e.g. financial, sub- stance abuse, problems with the law or at home, or health-related problems— that is adversely affecting his perfor- mance on the job? If you determine this to be the root cause, seek appropriate, professional help from outside the orga- nization. Do not attempt to intervene and try to rectify the situation yourself, unless you are properly trained and cer- tified to do so. In the case of Kerry, you could probably dismiss clarity and help from your list of possible root causes. Ability and validity are unlikely the causes, but can't be totally ruled out yet. Once you've logically whittled your list down, you can begin to write down questions you will ask Kerry during the counseling intervention to zero in on the primary root cause. DEVELOP A GAME PLAN After speaking with Kerry, let's say you to- gether conclude it's an incentive and exter- nal problem (trouble in his marriage) caus- ing the disruptive behavior. The next step is to agree to a development plan. This development plan should be very specific and complete with consequences for non-compliance and incentives for im- confrontation—with a different co- worker each time—in the past month (see previous log entries). Kerry was brought into the office and admonished for counterproductive behavior. He was told he was being placed on 60-day probation. Any further altercation could result in his termination. Kerry's signa- ture below acknowledges the existence of this log entry and the fact that he knows he is on probation. Although it would be inappropriate to speculate in the log why Kerry is having trouble getting along with others, you do need to get to the bottom of the problem in order to resolve it permanently. Before attempting to counsel Kerry, you should compile all available information regarding this specific problem, and only this prob- lem. If there are other, unrelated concerns you have about Kerry's behavior, save them for another time. Don't give an employee the impression that you are piling on and making a win-win outcome impossible. Remember, this is still a valued employee that you want to retain and regain his productivity. GET TO THE ROOTS While you are preparing for Kerry's counseling session, you may want to try to determine the root cause of his behavior, particularly if his behavior has changed dramatically over a short period of time. Before any intervention, you may want to consider the acronym ACHIEVE to sort out the underlying cause for the subject's behavior. It is likely that one or two of the following factors are the reason(s) Kerry's behavior has taken a turn for the worse. Removing or addressing the root cause—once verified—should resolve the problem. Consider these: • Ability—Can he physically and mentally perform the assigned task successfully? De- spite the training you've afforded him, is he incapable of performing up to acceptable standards and therefore lashes out at others? Understand that his perceived acceptable standards may be higher than what you require of him. • Clarity—Are the expectations you have for his performance and contribution to the business unclear? They may be clear in your mind, but does Kerry share the same expec- tations? • Help—Does he have enough resources to perform his job properly? Does the company have necessary resources available to offer Kerry? • Incentive—Has he lost sight of the reasons why doing a good job and contributing to the harmony of the shop are important? What's in it for him to comply? Incentive can include avoiding certain consequences as well as positive incentives. • Evaluation—Has he been given timely, specific feedback on his performance? What was done on the other occasions when the problem first presented itself? If Kerry was not specifically told that the first four incidents were unacceptable—even though log entries were made, is there any wonder why a similar situation reoccurred? • Validity—Does he believe that the rules and policies of acceptable workplace behavior don't apply to him? Maybe Kerry believes he is such an invaluable employee that he can engage in heated arguments with his co-workers without consequences. BUSINESS MANAGEMENT Your Personal Business Trainer

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