| Bad employees are a fact of life. No matter how hard | | | | immediately. Depending on your company policies, they |
| a business owner tries to screen new hires, dealing | | | | may be able to return to work after seeking help. |
| with bad employees will always be an issue. Perhaps | | | | Policies for dealing with bad employees in this area |
| the new employee is not happy with their work they | | | | differ from business to business. Many small |
| or simply does not fit into the organization. For | | | | businesses are not in a position to hold a job open for |
| whatever reason, a bad employee is not producing the | | | | 30 days while an employee gets help. |
| quantity or quality of work they must to remain a part | | | | When Counseling Doesn't Resolve The Problems With |
| of the organization. | | | | Bad Employees |
| Counseling Bad Employees | | | | If counseling does not reveal a valid reason for poor |
| Once you identify a problem employee, your first step | | | | performance or reveals a problem that cannot be |
| is to counsel the bad employee. Bring the person into | | | | resolved, you must issue a documented warning and |
| your office for a one-on-one discussion of their recent | | | | place in the employee's Human Resources folder. This |
| work and the problems with that work. Ask them why | | | | clearly tells the employee that if their performance |
| their work has fallen into a level that is unacceptable. | | | | does not significantly improve within 30 days, they will |
| Perhaps the poor work is a result of employee having | | | | face termination. |
| no training to perform certain tasks. Each company | | | | You should review the employee's improvement or |
| and organization has different processes and | | | | lack of improvement weekly. And you must document |
| techniques for tasks. Untrained employees will fail to | | | | whether the bad employee is making any effort to |
| produce acceptable results. | | | | improve the quality and quantity of their work. |
| If this is the situation, counsel the employee and offer | | | | It is not uncommon that a person has a great resume |
| them training. Then review their progress often to | | | | and verifiable references but their skills do not fit the |
| decide if they have improved to acceptable levels of | | | | work you ask them to perform. In some organizations, |
| performance. | | | | lateral movement of employees can be a solution to |
| If the problem is due to personal family difficulties, you | | | | turn a bad employee into a productive, good employee. |
| might advise the employee to seek outside counseling | | | | This may not be a solution in your particular |
| and give them the opportunity to improve their work. | | | | organization, however. |
| The poor performance could be the results of a drug | | | | If counseling and warnings fail, the business owner or |
| or alcohol addiction. If this is the case, direct them to | | | | Human Resources director must fire the bad |
| seek help and to enter a rehabilitation program | | | | employee and hire a better person for the job. |