- Original Poster
- #1
After some recent behavioural issues (from one employee in particular), I have started documenting a recent stint of late attendance. Tardiness is a very tangible 'incident', straight-forward and easy to document, especially when communicating the negative impact it has on business performance.
What I'm really struggling with is; communicating fact driven explanations of seemingly subjective behaviour i.e. body language, tone of voice and impact on others.
Below is my list of examples (abridged and generalised for anonymity). On the face of it, you might think "geez, give this person a break!" but the below behaviours are becoming an unbearable pattern that must be addressed quickly, correctly and above all else, fairly.
Please be aware that plenty of groundwork and communication has gone into contracts, company handbook and job descriptions recently.
Employee behaviour notes:
The other tricky issue is addressing this behaviour. When confronting or challenging such issues, the employee has a plausible explanation (excuse) to justify behaviour and uses these strategies across most situations.
If I am to continue documenting and taking an approach of progressive discipline, my questions are; 1. Are these notes up to required standards? And; 2. How can would you communicate these issues back to the employee fairly but effectively to encourage improvement?
Thanks for reading.
What I'm really struggling with is; communicating fact driven explanations of seemingly subjective behaviour i.e. body language, tone of voice and impact on others.
Below is my list of examples (abridged and generalised for anonymity). On the face of it, you might think "geez, give this person a break!" but the below behaviours are becoming an unbearable pattern that must be addressed quickly, correctly and above all else, fairly.
Please be aware that plenty of groundwork and communication has gone into contracts, company handbook and job descriptions recently.
Employee behaviour notes:
- During meeting X, reactions to requests: Rolls eyes, sighs and engages a negative tone of voice. Answers with phrases such as "Well, we can do that if you want". Creates an awkward and uncomfortable atmosphere due to tone of voice and body language (conveying a message of disinterest and resistance).
- Uses silence, avoids eye contact, taps/drums fingers during meetings. When challenged on this behaviour, replies with; "Nothing, I'm fine".
- Will avoid joining or starting a meeting with others by suddenly deciding to work on a completely unrelated task.
- Avoids healthy and energetic discussions/debates that encourage the 'right thing to do for company and customer'. Usually avoids involvement or suggests solutions surrounding narrow self-interests.
- Does less when asked for more: Sense of urgency decreases as workload or customer requirements increase. Other staff picking up slack (work that could easily be completed without assistance).
- Fails to complete jobs X, Y and Z in a reasonable time-frame. Leaving one or two final, crucial steps incomplete for days, not hours. Not packaging the item for delivery. (Job X, Y and Z can be carried out/completed by a single person).
- Procrastinates on removal of waste from the working environment (requires prompting after the deadline).
- Failed to meet job deadline X. Will not ask for help or warn before it's too late to salvage.
- Cites unrealistic completion times leading to an unreliable production/delivery times
- Frequently forgets to complete elements of jobs and avoids writing lists (when requested as a solution to solve forgetfulness).
- Failure to work simultaneously (i.e. tidy up whilst a machine is left running safely) to help avoid backlogs (linear approach).
The other tricky issue is addressing this behaviour. When confronting or challenging such issues, the employee has a plausible explanation (excuse) to justify behaviour and uses these strategies across most situations.
If I am to continue documenting and taking an approach of progressive discipline, my questions are; 1. Are these notes up to required standards? And; 2. How can would you communicate these issues back to the employee fairly but effectively to encourage improvement?
Thanks for reading.
