- Alternating periods of very high and
very low productivity
- Alternating periods of accuracy and
non-accuracy
Problems with Co-workers
- Overreaction to real or imagined
criticism
- Avoiding or withdrawing from
co-workers
- Arguments with co-workers
- Complaints from co-workers
Changes in Mental/Emotional Condition
- Inappropriate outburst of crying
- Inappropriate anger
- Extreme anxiety or nervousness
- Irritability
Changes in Physical Condition
- Slurred speech
- Poor balance or equilibrium
- Poor hygiene
- Excessive yawning/drowsiness
Accidents
- Taking needless risks
- Disregard for safety of others
- Higher than average accident rate on
or off the job
DEALING WITH ANGER OR DEFENSIVENESS
You should expect that an employee would feel
threatened or use various defenses to protect him or herself. Below is a list
and description of some of these defenses and recommended ways to handle the
situation.
|
DEFENSE |
EXAMPLE |
HOW TO HANDLE
|
|
Excuses & Sympathy
|
"You’d have the same troubles if you had a wife like mine."
|
"You may have problems at home. I am concerned about your
performance, and my data here says you are not doing your job." |
|
Apology & Promises
|
"I’m really sorry. You know that! I’ll never do it that way
again." |
"I appreciate your apology, but what you did is serious."
|
|
Switching |
"I know about that, but look at the commendations I got last
year." |
"You did well last year. I want good work this year, too.
You have had more problems lately than is allowable. Let’s look at the
record." |
|
Anger |
"Damn it! One mistake and the roof falls in after 15 years
of killing myself for this place." |
"I expect you to listen to me. Getting angry won’t help
anyone, especially you. I’m concerned about your performance and I’m not
taking about one mistake. Let’s look at the record." |
|
Tears & Helplessness
|
"I don’t know what to do. I’ll never get out of this mess."
(crying) |
"We all feel overwhelmed at times. I’ll be happy to help you
make an appointment with EAP. In the meantime, you’ll need to get back on
track with your performance." |
|
Self-pity |
"I knew this would happen. I’ve never been able to do
anything right." |
"You have been doing good work for a long time. I know that
you can get back to that same level of performance. Have you thought about
calling EAP?" |
|
Innocence & Blaming
|
"It’s not my fault. Joe let me down. I don’t get any help at
all around here." |
"I’ve checked into this in detail (point to records). Let’s
look at the record." |
|
Hopelessness |
"I might as well quit right now."
|
"Your performance, until recently, has been very good.
Something has changed. Have you considered calling the EAP?" |
|
Friendliness & Seduction
|
"Now, Bill..., you know we’ve been through this before and
we worked it out together. Let’s get together after work and figure this out
where we can be more comfortable." |
"We have been friends for a long time, but I can’t ignore
this performance problem just because we are friends. As a friend, I suggest
that you call the EAP and talk to a counselor." |
KEEPING PERSONAL AND PERFORMANCE PROBLEMS
SEPARATE
Your role as a supervisor is to focus on
performance issues, while the EAP can help employees deal with personal
problems. Here are some suggestions for keeping yourself on the right track as
you approach an employee to discuss work-related issues.
DOs
- DO make it clear that you are
concerned with job performance and that’s the bottom line.
- DO describe in work terms the
necessity for change; outline its effect on employee morale, safety, the
reputation of the department, cost of lost productivity and the impact on
the work habits of others.
- DO point out that the Employee
Assistance Program is an employee fringe benefit and that help is
available.
- DO emphasize that the employee
alone must decide whether or not to seek out assistance and that help is
available.
- DO emphasize the
confidentiality aspect of the program, and that in no way will one’s
career path be blocked through EAP usage.
- DO take time and ask the
employee for feedback.
- DO develop an action plan and
make sure that the employee is clear about the specifics expected.
- DO review performance concerns
one at a time.
DON’Ts
- DON’T diagnose personal
problems.
- DON’T moralize or trivialize.
- DON’T be misled by
sympathy-invoking tactics.
- DON’T cover up for a friend.
- DON’T raise issues without
documentation.
- DON’T use words such as
"always" and "never."
- DON’T use this as an
opportunity to complain about everything you ever have disliked about the
employee.
- DON’T make threats about the
outcome.
- DON’T threaten to take
disciplinary action that you cannot or will not take.
- DON’T discuss the employee’s
problems with the co-workers.
Advanced Workplace
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