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Dealing Effectively with Unacceptable Employee Behavior  

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Seminar Summary:

Deal with difficult behavior confidently (see full course description)


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Training Course Syllabus:


In this seminar you'll learn...

  • How to recognize the 15 warning signs that a problem is brewing
  • How to act—not react—in a negative situation
  • How to offer constructive feedback
  • How to set measurable performance standards and communicate them to your employees
  • And much more

Get expert advice on the sticky issue of disciplining workers whose performance just doesn't measure up. Learn how to handle each step of the process-–recognizing the problem, assessing its severity ... to intervention strategies ... to termination procedures.


Program hours: 9:00 a.m. – 4:00 p.m.

Identifying the root causes of performance problems
  • Why bosses sometimes fail to recognize—or worse, fail to address— performance problems
  • The good news: When a "problem" employee really isn´t a problem
  • The major reasons employees don´t perform up to standards
  • 15 warning signs that a performance problem is brewing
  • How to gauge whether a worker has a true performance problem or a personality clash with you or other co-workers
  • Recognizing the most common types of difficult workers
  • Identifying and getting help for employees whose performance problems are rooted in substance abuse, emotional or mental problems or pressing personal concerns
  • Understanding how you, as a manager or supervisor, may inadvertently contribute to or create performance problems

Tips for maintaining a clear, open communication channel with a problem worker

  • What to say—and what not to say—when you ask an employee to meet with you about a performance issue
  • The 10 characteristics of constructive criticism—and how to use it effectively to convey the perceived problem to the employee and promote productivity
  • How to avoid the communication breakdowns that can escalate a problem situation
  • How to avoid making emotionally charged statements that trigger a negative response— and lay the foundation for a lawsuit
  • Don´t soft-pedal the issue: The importance of using specific, clear and direct language when communicating with employees about performance problems

Positive intervention techniques for turning performance problems around

  • The importance of taking corrective rather than punitive action
  • The critical differences among coaching, criticizing and disciplining—and how to decide which approach a particular situation calls for
  • When verbal reprimands are effective—and what you can do to prepare for and manage workers´ reactions
  • Avoiding several common—but ineffective—managerial tendencies for dealing with problem employees
  • 6 ways to provide employees with additional training—even if you´re on a limited budget
  • Guidelines for establishing measurable performance standards and communicating them clearly to a problem employee
  • One vital step you must take to gain employee acceptance for the solution to a performance problem
  • The major elements every successful performance improvement plan must include
  • How to avoid the common mistakes managers and supervisors make when preparing for counseling sessions or performance reviews
  • A step-by-step checklist for conducting effective intervention meetings
  • Avoiding one of the most common reasons employee improvement plans fail to work

When the problem persists: How to conduct a formal discipline conference

  • How a discipline conference differs from a counseling meeting and other intervention strategies
  • A step-by-step checklist for conducting an effective—and legally sound—discipline session
  • Crying, anger, hostility and a variety of other employee reactions you may encounter during a disciplinary or termination meeting—and specific strategies for handling each
  • Innovative techniques that often work when traditional approaches to discipline don´t get results

When to terminate

  • Employee actions and behavior that affect performance—and when they warrant termination
  • Examples of gross misconduct that are grounds for immediate dismissal—and how to keep control of the situation
  • A 6-point checklist for determining when termination is the best course of action
  • The 3 actions you must take before firing
  • How to build your case with solid documentation
  • Step-by-step guidelines for conducting a termination meeting
  • What to do after a termination to minimize negative repercussions among remaining workers

How to protect yourself and your organization from grievances and legal problems

  • How to develop a progressive discipline policy that gets results and minimizes the legal liabilities of your organization
  • 5 potentially explosive scenarios to avoid at all costs
  • 6 actions you can take during disciplinary interviews to reduce the risk of lawsuits
  • Understanding the double-edged nature of your organization´s employee handbook—how it can be a valuable tool or a legal liability, depending on the circumstances

Seminar Summary:

Deal with difficult behavior confidently (see full course description)

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