A ONCE valuable and productive employee unexpectedly starts turning in less than acceptable work. He may appear distracted, obdurate, make bad judgments or come late to work - a rare phenomenon in the past. More often than not, the root cause of such dramatic behavioural change is troubles - either personal or professional. Most employees develop some problems at some point of their careers, which negatively influence their work standards, morale and attitude.
The genesis may be job-related, like frustration from lack of approval despite a job well done, a deficiency of work-skills, job stress; or personal, like financial woes, marital discord, family disruption or even substance abuse.
It is a Catch-22 situation for the supervisor. Raking up the subject may fan the fire, while taking the ostrich's approach and burying one's head in the sand will compound the issue.
It is not considered prudent to let such sleeping dogs lie if it begins to tell on the employee's performance. Whatever be the reason, the manager has to step in and help resolve the predicament. After all, it is his responsibility to maintain acceptable productivity.
It will also take its toll on co-workers who feel overworked and resentful as they are forced to fill the gap. Moreover, the employee's problem will get progressively worse if allowed to continue. Ignoring it can also arouse antipathy.
As Mr. Arul Dass of Johnson Enterprises, who resigned from a well-paying job, said, `I had a problem and I did not get any help. If I had got some real assistance, I would not have left'.
RISING TO THE CHALLENGE
Dealing with a troubled employee is a delicate matter. Supervisors have to help him out of the tribulations without stepping on his toes. Here is a step-by-step process to help sort this out.
A stitch in time saves nine - The manager is in the best position to spot employee problems. He should be cognisant of dramatic performance changes.
Watch for patterns of work slowdown, preoccupation, constant fatigue, inability to cope, mood swings or frequent absenteeism. Timely and appropriate response to the early warning signs can help prevent long-term deceleration in performance.
Air the issue - Speak to the concerned employee in a supportive and objective manner. Describe the changed behaviour and show how his work has been affected.
Make it clear that you are intervening because his productivity is dropping. Express your concern but also underline that he is responsible for his efficiency.
Give him a chance to air his feelings and woes. Be a sounding board for his troubles. A willingness to listen will make him feel valued and understood. Often, half the problem is solved if one gets a sympathetic ear!
Lend a helping hand - Explore, understand and help resolve the problem. Assist him in examining alternatives and choosing the best solution. Set up concrete goals and seek commitment to improve performance. Assigning new or challenging work can also help sidetrack the problem. Be willing to extend a deadline or adjust work hours to accommodate the crisis. If all else fails, professional help may be the only solution. Gently guide him to a therapist.
Keep the ball rolling - Continue to monitor his progress. If there is a change for the better, commend and encourage him. However, if he fails to adjust within a reasonable time frame, warn him about disciplinary procedures. Be prepared to follow through too!
MAKING THE RIGHT MOVES
The manager is in for a tightrope walk. The path is lined with potential pitfalls and traps. Here are a few of the common ones that you can avoid.
Most supervisors tend to shy away from an employee's personal tribulations. It is your duty to help sort out the problem if it is affecting his work. However, never meddle in his affairs unless it affects his performance.
Balance empathy with the bottom line. Do not open the door for extra privileges at the cost of work standards. Covering up for him or cutting him extra slack will compound the matter.
Be firm, fair and kind. You should neither be apologetic for interfering nor should you try to moralise or express recrimination. Do not diagnose either; you are not an expert!
Your willingness to help can turn you into a sitting duck for con jobs. Exercise sagacious judgment and watch out for emotional tactics or `hard-luck' stories based on an intention to gain sympathy.
Maintain confidentiality. Placing an employee's troubles on the office grapevine will not only make you lose face but a valued employee as well.
`Fixing your broken workers' will boost their productivity and inspire renewed motivation. The employees will definitely thank you for the timely help!
The genesis may be job-related, like frustration from lack of approval despite a job well done, a deficiency of work-skills, job stress; or personal, like financial woes, marital discord, family disruption or even substance abuse.
It is a Catch-22 situation for the supervisor. Raking up the subject may fan the fire, while taking the ostrich's approach and burying one's head in the sand will compound the issue.
It is not considered prudent to let such sleeping dogs lie if it begins to tell on the employee's performance. Whatever be the reason, the manager has to step in and help resolve the predicament. After all, it is his responsibility to maintain acceptable productivity.
It will also take its toll on co-workers who feel overworked and resentful as they are forced to fill the gap. Moreover, the employee's problem will get progressively worse if allowed to continue. Ignoring it can also arouse antipathy.
As Mr. Arul Dass of Johnson Enterprises, who resigned from a well-paying job, said, `I had a problem and I did not get any help. If I had got some real assistance, I would not have left'.
RISING TO THE CHALLENGE
Dealing with a troubled employee is a delicate matter. Supervisors have to help him out of the tribulations without stepping on his toes. Here is a step-by-step process to help sort this out.
A stitch in time saves nine - The manager is in the best position to spot employee problems. He should be cognisant of dramatic performance changes.
Watch for patterns of work slowdown, preoccupation, constant fatigue, inability to cope, mood swings or frequent absenteeism. Timely and appropriate response to the early warning signs can help prevent long-term deceleration in performance.
Air the issue - Speak to the concerned employee in a supportive and objective manner. Describe the changed behaviour and show how his work has been affected.
Make it clear that you are intervening because his productivity is dropping. Express your concern but also underline that he is responsible for his efficiency.
Give him a chance to air his feelings and woes. Be a sounding board for his troubles. A willingness to listen will make him feel valued and understood. Often, half the problem is solved if one gets a sympathetic ear!
Lend a helping hand - Explore, understand and help resolve the problem. Assist him in examining alternatives and choosing the best solution. Set up concrete goals and seek commitment to improve performance. Assigning new or challenging work can also help sidetrack the problem. Be willing to extend a deadline or adjust work hours to accommodate the crisis. If all else fails, professional help may be the only solution. Gently guide him to a therapist.
Keep the ball rolling - Continue to monitor his progress. If there is a change for the better, commend and encourage him. However, if he fails to adjust within a reasonable time frame, warn him about disciplinary procedures. Be prepared to follow through too!
MAKING THE RIGHT MOVES
The manager is in for a tightrope walk. The path is lined with potential pitfalls and traps. Here are a few of the common ones that you can avoid.
Most supervisors tend to shy away from an employee's personal tribulations. It is your duty to help sort out the problem if it is affecting his work. However, never meddle in his affairs unless it affects his performance.
Balance empathy with the bottom line. Do not open the door for extra privileges at the cost of work standards. Covering up for him or cutting him extra slack will compound the matter.
Be firm, fair and kind. You should neither be apologetic for interfering nor should you try to moralise or express recrimination. Do not diagnose either; you are not an expert!
Your willingness to help can turn you into a sitting duck for con jobs. Exercise sagacious judgment and watch out for emotional tactics or `hard-luck' stories based on an intention to gain sympathy.
Maintain confidentiality. Placing an employee's troubles on the office grapevine will not only make you lose face but a valued employee as well.
`Fixing your broken workers' will boost their productivity and inspire renewed motivation. The employees will definitely thank you for the timely help!
PAYAL AGARWAL
No comments:
Post a Comment