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Friday, January 30, 2009

Re: {PassionHR} ~~~~.Difficult employee..~~~

Thanks Jyoti for your response - else I would have missed this excellent article by Mr. Deshpande.
And thanks to Mr. Deshpande for the article in the first place.

In my last job as a Network Operations Manager, I frequently dealt with such -difficult employees- ... and was looking for solutions - sometimes even resorting to firing such employee (did that twice in 3 years), but it was a painful experience..and I had my doubts if I had done the right thing...

In looking out for improvement --  looking in the mirror as Mr. Deshpande suggests - I learnt some things ...

I found a 5-layer model ... just like TCP/IP !!! ( so you can see I am a techie manager...) !!

Well... if someone is not performing....

1. Correct the person. 
But before correction....

2. Ask yourself -- Am I correcting this person without teaching him /her ? -- This has been beautifully elaborated by Mr. Deshpande..in his article.

But what if you HAVE taught them. For example - I ensured training, investment in process, technical, specific job description, personal coaching by a peer etc... 

3. Then, ask yourself - What is the quality of my relationship with this person ?
You see, I can't possibly teach a person well if I consider them a monkey .. can I ? If I think of them as lazy / good for nothing people ... can I really teach them ... will they be willing to learn from me ?

But WHAT if you DO have a good professional relationship with this person ? And it still does not work ?

4. Then, ask yourself - What is the quality of relationship with this person's friends / trusted advisors / community ? 

You see, the quality of my relationship with the person depends on the quality of my relationship with his friends, and his peers whose opinions he /she trusts... So how they perceive me and communicate with him / her about me is important.... in determining the quality of our relationship. 

Hey, but I did that - I went out with the team for team lunches, participated in company parties and outings together with the whole team !! We had great fun and everybody liked me... so I do have a great relationship with the whole team -- his friends / colleagues etc...I even attended weddings - so sometimes met their families too....

What if it still does not improve his performance ?? 

5. Then ask yourself - How Pure is My "Way of Being?"

----
This is at the foundation of all the other things we do... Our Way of Being -- i.e. who we ARE as people. Who we are is a function of our deepest sensibilities towards others. It is the very way we see and experience the people in our world. It is our way of being in the world with them. This means that the key to my relationship with my wife 


Venugopal Maddukuri
+91 9880 063 252


On Fri, Jan 30, 2009 at 11:29 AM, Jyoti Rani <jyotirms@yahoo.com> wrote:

Hello Mr. Deshpande,
 
I appreciate your practical thought process and am also from same school of thought.
I strongly feel, that its also a team work in between employee and senior employee, once(rather whenever required or to be given) senior give the desired direction/guidance and if employee do not work towards the same then also, it becomes difficult to achieve the target/deliver the task.
 
Thanks for sharing.
 
Regards
Jyoti Rani Sharma

--- On Thu, 1/29/09, Rajendra Deshpande <rajuixu@yahoo.com> wrote:


Employee :The Shortcut Seeker
 
Every now and then you can find yourself with an employee who always seems to be on the lookout for an easy way out.  He (she) provides you with estimates when you need exact numbers.  He cuts and pastes important documents that really should be created from scratch.  He sends an email when he should have picked up the telephone.  Sometimes these employees are genuinely trying to be more efficient, and sometimes they're just being lazy.  Whichever the case, the result can be substandard quality which can have dramatic repercussions to an organization.
 
 
For a manager, this is an example of when it is critical to have and maintain a clearly communicated set of non-negotiable performance standards.  You can't let these kinds of performance issues slide - not even once.  If you do, you're giving tacit permission for employees to continue doing it the same way.  You have to stand your ground; you have to insist things get done right; and you have to provide consequences if the same type of failure persists.
 
It's also important to closely examine the reasons why an employee may be taking shortcuts.  Does he genuinely have too much work to do, and this is the only way they can get things done?  Have you provided the employee with the proper training or tools to be as effective or efficient as he should be in his job?  Remember that every time you have to enforce a performance standard, you should also take a quick look in the mirror.  You owe your employees proper direction, appreciation, respect, and the tools to do a good job.  Once you've done that, though, it becomes their responsibility is to achieve the standard you set for them.
 
 
Good luck!
 
Rajendra.Deshpande.
Trainer.
  
 
"You can't blame employees for not going in a direction you failed to give them"
-



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