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by Karen Schmidt
A “dud” is a technical human resources term for an employee who is
not meeting the performance standard. In other words, they are
disengaged, a R.O.A.D. warrior (Retired on Active Duty), a seat
warmer, C.A.V.E. dwellers (Citizens Against Virtually Everything) or
suffering from presenteeism.
Sometimes their behaviour is a cry for help that, if left
unanswered, can turn them into a bitter employee. For others it is a
game they play to get attention. Whatever the cause the problem is
the same: you have a dud on your hands and it’s up to you to do
something about it! However, instead of taking action most managers
ignore the problem hoping it will solve itself.
Why you need to take action
If you need some incentive to take action here are five factors to
keep in mind:
1. There can be legal implications if you let it go on too long.
Effectively their behaviour becomes normal and you need to prove
their performance has significantly changed to win an unfair
dismissal case.
2. They will start to infect other employees, cause them to leave,
disrespect you or start acting like the dud. Think of the dud as
being the bad strawberry in the basket with the potential to infect
others.
3. Making up for their lack of productivity is costly. Research by
the Gallup organisation shows that it takes 4 fully engaged people
to counteract the affect of 1 disengaged person. Do you have 4 over
performers for every underperformer on your team?
4. Increase in your stress levels (eg complaints from others,
redoing their work)
5. Employee engagement impacts the bottom line of your organisation.
Excuses leaders use for not taking action
It’s hard work to fix!
The problem here is that the manager is focusing on the effort
involved in fixing the problem rather than the benefits of having
the problem fixed. The attitude of ‘when I get time’ is a smoke
screen because we all know that things will never get quiet enough
for there to be time for this difficult issue.
We really need their skills
. . .
I learnt very early on in my career that no-one is indispensible
when I watched a senior manager marched out of his office after
being instantly dismissed. Yes, we needed his skills but we survived
without him. This manager needs to consider the message they are
sending to other staff. If you are not careful, other people will
take their lead from this person and also find ways to become
irreplaceable.
What about the legal implications?
Absolutely consider the legal implications but don’t forget that not
terminating them might also create legal implications. What if
another staff member puts in a stress claim as a result of the
actions of this person? This is where you need the advice of
experienced Human Resources professionals. If you don’t have them
internally, find someone externally to help you work through the
steps necessary to terminate someone so you don’t end up in court.
What is the cause?
The first step to understanding how to fix a problem is to know how
it happened in the first place. In my experience there are a number
of reasons that people become “duds”, including:
• You made a hiring mistake
• You inherited someone else’s hiring mistake
• They were moved or promoted to the wrong role
• They have been treated badly in the past
• They have personal problems
Some of these issues can be fixed and others can’t. Some are your
fault and others aren’t. Regardless of the situation, it is up to
you to do something!
A 4 step action plan for dealing with a dud
Don’t wait until it’s too late
Take action quickly before it becomes more difficult and more people
are affected. Every now and then a dud can be saved but only if you
act immediately.
Get help
Enlist the help of your other employees, fellow managers, senior
management and HR. What you need is a united front. Know what you
can and can’t do to manage the situation from a policy and procedure
perspective as well as legally.
Get to the point
When you have a conversation with them, don’t dodge the issue no
matter how uncomfortable it makes you feel.
Have a plan
Don’t just go in ready to fire them. Remember the reasons that
caused this and have a plan A and B.
Prevention is better than cure!
To avoid creating a dud (or another dud, depending on your
situation) there are 4 simple steps to follow:
1. Only hire people who are engageable (ie they have the right
attitude).
2. Involve multiple people in hiring and promotion decisions. Not to
spread the blame but to ensure you get the right people.
3. Communicate your expectations clearly and regularly. Don’t assume
people will interpret things the same way you do.
4. Fix problems and issues quickly. Get it wrong once, it’s human.
Allow people to make the same mistakes again and again, that’s bad
management.
About the author:
Karen Schmidt is a speaker, workshop leader and facilitator. Her
website is
www.letsgrow.com.au
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