BUMC Human Resources 2014 - PowerPoint Presentation

Slide1

BUMC Human Resources 2014**Applies to non-represented staff employees only.

Effectively Managing an Ineffective Employee: Performance & ConductSlide2

Poor time management and priority-settingLack of urgency Inflated perception of own importance and abilitiesBelief that everyone else is the problem Poor communication skills and difficulty following instructions Poor multi-tasking

Lack of quality, quantity and speed of workLack of requisite skillsLack initiative Consistent feeling of being overwhelmed

Unnecessarily complicating matters

Disconnect between their actual performance and how they think they are performing 

Terminology

Poor PerformerSlide3

Hire a poor performerMiss the telling signs during the initial period. Follow up on any issues immediately.Set up: Poorly defined expectationsUnrealistic expectations

Wait until the next performance review. Allow genuine concern for the employee to interfere with managing performance

Have "off the record" talks“Diagnose” the employee's “problem”

Discuss

the employee's behavior or

performance with anyone else except those with a need to know  

Terminology

Don’tSlide4

Progressive Discipline ConceptMeans of communicating problem issues directly and in a timely fashion so that employees can involve themselves in the problem-solving process. Due ProcessWe have an obligation to prove that we made reasonable efforts to rehabilitate those employees before reaching the ultimate decision to terminate.

Terminology

TerminologySlide5

Ensures that the manager acts reasonably and consistently. Each step is well documented, including employee unwillingness or inability to address concerns about their job performance. Employees are told about:

The performance/behavioral issues What they need to do to fix the problem

Given

a reasonable amount of time in which to do so Terminology

The ProgressionSlide6

Due ProcessDue ProcessThe employee must understand expectations and consequences of failing to meet

standards

Structured, open two-way

communicationSpecific, fact based, concise,

transparent

Training, resources, availability, coaching,

commitment

Holding employees accountable for improvement/burden on the employee to

improve

Consistency in

application

The corrective action must be appropriate for the

offense

Employee should be able to

respond

Allowing the employee a reasonable period of time to improve their

performance Slide7

The goal is always rehabilitation!Slide8

Wrongful DischargeProtection from Wrongful DischargeWhen challenged, there is need to show that we had no alternative but to separate an individual who refused to accept the University’s invitations to improve his or her performance.

Due Process

Good Faith

Fairness

*Liable to the former employee for back pay, job reinstatement, and potentially punitive damages. In certain circumstances could be levied against the manager personally.*Slide9

At-Will EmploymentDefining At-Will Employment BU Employee Handbook:

“Nothing contained in this Employee Handbook alters the term (duration) of employment of any employee.

Unless

covered by a specific employment agreement in writing approved by the appropriate Dean, Vice President, or higher level University official, all employees of the University are at-will employees, without a specific guaranteed term of employment, whose employment may be terminated at any time with or without cause and with or without notice.” Slide10

Written CommunicationDocumenting Poor PerformanceHow to document poor performance appropriately:

Address problem issues immediately; document issues as they occur

Effectively communicate the issues to the

employee

Implement a procedure where employees are notified within ten days whenever potentially negative information is added to the employee’s personnel

record

Avoid

over-documentation

Be specific; stick to the facts and keep clear, professional

notes

Also highlight, discuss, and document examples of acceptable or outstanding

performanceSlide11

Verbal Communication Verbal CounselingIt’s not

just what you say, but how you say it! Be respectful…

Be compassionate

…Allow for honesty and openness…

Be specific about the performance/behavioral issues…

Be understanding of multicultural

differencesSlide12

Termination For Just CauseTermination for Just Cause

Serious dereliction of duty

Deception or coercion in obtaining

employment

Employee’s conduct is in serious violation of University policy, or the employee has acted in a way that significantly endangers fellow

employees

Conduct

justifying immediate termination includes but is not limited to:

• Theft

• Dishonesty

• Insubordination

• Discriminatory conduct towards others

• Harassment (sexual and otherwise) Slide13

Performance CriteriaPerformance Criteria

Specific, clear and understandable

M

easurable, verifiable and result-orientedA

ttainable, yet sufficiently challenging

R

elevant to the mission of the departmentT

ime-bound with a schedule and specific milestones Slide14

Warning Meetings A Word on Warnings…Slide15

Warning LettersDrafting a Warning Letter

Include specific reference to any previous verbal counseling sessions/meetings where these performance issues were discussed

Specific instances/examples of any recent and current deficiencies in performance impacting the employee's effectiveness and/or the department's

operation

A clear statement as to what the employee must do to correct the issues (clearly outlined expectations). Set a specific time frame (preferably 3 to 4 weeks) for measuring

improvement

Spell out the probable action/consequences

of continued

 performance/behavioral

issuesSlide16

Warning LettersExample: 

Your last paragraph may read:We will meet again in approximately four weeks to review your progress in the stated areas of concern. If immediate and sustained improvement is not noted at that time, further disciplinary action, up to and including the possible termination of your employment with Boston University, will be contemplated.

I have been given a copy of this warning letter and have been notified that a copy will be placed in my personnel file in human resources.

  Employee

signature  Date:Slide17

Termination ConsiderationsBefore Terminating…

Was the employee appropriately notified of their unacceptable performance/behavior, and specifically how to correct it?

Are the requirements for this employee the same as employees in similar roles within your department

?Did the employee receive adequate training in all areas necessary to meet these requirements

?

Are the requirements reasonable under these conditions

?

Was the employee allowed enough time to bring their performance up to an acceptable level?

Does the magnitude of the unacceptable performance/behavior warrant termination at this point?

Are you prepared to defend your actions to other parties

?

Are you still convinced that you are making the right decision?

Slide18

Termination for CauseHow to Prepare

Work with your HR Consultant to strategize ahead of time

Review any documentation from previous performance

discussions

Prepare what to say, in order to keep the discussion on

track

Make sure that you can answer all the typical questions

Have a checklist for any of the University’s property that should be returned by the

employee

Have the written termination letter ready at the

meeting

Have payment for all wages and vacation pay owing up to the last day of

work

Try to meet in Human Resources. Avoid areas where co-workers could be

present

Have a third party attend the meeting whenever

possibleSlide19

Termination for CauseThe Termination Meeting

Be clear and straightforward, but empathetic.Explain the conclusion of BU employment, when the termination

will

come into effect and the reasons for the decision.

Politely listen to the employee speak on their behalf, but do not apologize or make statements that suggest indecision, ambiguity or any alternative outcome.

Discuss the return of University property, and how

to handle collection of personal belongings.

Do not meet longer than necessary. Avoid getting caught up in a confrontation or argument. If the employee is too upset to continue, conclude the meeting.