I have a new employee who is refusing to do some parts of her job. She hasn’t done this with me directly, but when I left for a week’s vacation, I gave very clear guidance on what she should be working on. That included learning to use some of our equipment, practicing her job skills, and reviewing training videos with the team.
Unfortunately, while the other team members were focused on the training videos, she was watching personal videos on her phone. Each team member later told me separately that when they asked her to participate, her response was, “No, I’m not going to do it.”
What should I do now?
Jobadvisor:
This is a great example of effective employee management! It highlights the importance of clear communication, setting expectations, and providing an opportunity for improvement.
Here's a breakdown of why the manager's approach was successful and some general principles it demonstrates:
Why the Manager's Approach Worked:
Direct and Private Conversation: Addressing the issue one-on-one in a private setting is crucial. It prevents embarrassment and allows for an open dialogue.
Clear Statement of the Problem: The manager specifically listed the unacceptable behaviors (refusing to participate, phone use). This left no room for ambiguity.
Framed as an Opportunity: Instead of just issuing a reprimand, the manager explained the why behind the training and the potential career path. This created motivation by connecting current tasks to future benefits (earning potential, professional development).
Reinforced Value of Skills: Emphasizing that the training builds "valuable professional skills" that are transferable ("at this company or anywhere else") empowers the employee.
Setting Clear Expectations (Written Agreement): Printing out the expectations and having both parties sign it formalizes the agreement and serves as a tangible reference point. It also signals the seriousness of the commitment.
Follow-up: Scheduling a follow-up meeting after two weeks demonstrated accountability and the manager's commitment to the employee's development (or to enforcing the expectations).
Firmness with Kindness: The reader explicitly mentioned this balance, which is vital. It shows that the manager cares about the employee's success while also maintaining professional standards.
General Principles for Managing Performance Issues:
Address Issues Promptly: Don't let problems fester. The longer you wait, the harder it becomes to correct the behavior.
Document Everything: Keep records of conversations, specific incidents, expectations set, and any agreements. This is crucial for consistency and legal protection.
Focus on Behavior, Not Personality: Critique specific actions and their impact, rather than making personal judgments.
Seek to Understand: Before making assumptions, try to understand the employee's perspective or the root cause of the behavior (as Minda Zetlin initially suggested). This might uncover misunderstandings, lack of training, or personal issues.
Be Clear About Expectations: Employees need to know exactly what is expected of them, how their performance will be measured, and the consequences of not meeting expectations.
Provide Resources and Support: If the issue is a skill gap, offer training, mentorship, or other resources.
Allow improving: Most employees deserve a chance to correct their behavior, especially for a first offense or when expectations weren't initially clear.
Be Consistent: Apply policies and expectations fairly to all employees.
This scenario is a great case study in how a structured, empathetic, yet firm approach can turn around a challenging employee situation. It underscores that leadership isn't just about giving orders, but also about guiding, motivating, and developing your team.