DEALING WITH
UNDERPERFORMERS
STEVE SHARKEY
BEI SERVICES
IDENTIFICATION

STANDARD BENCHMARKS
 ATTENDANCE
 TIME ACCOUNTABILITY
 PAPERWORK ACCURACY

LISTENING TO THE PEOPLE WHO WORK
WITH THIS INDIVIDUAL, SUPERVISORS,
DISPATCHERS, OTHER TECHNICIANS.
 FEEDBACK FROM CUSTOMERS
IMPACT OF
UNDERPERFOMERS





LOSS OF DEPARTMENT MORALE
DECREASED CUSTOMER SATISFACTION
PROFIT LOSS FROM INEFFEICENCY AND
LACK OF CUSTOMER RETENTION
PROFIT LOSS DUE TO MISSED SALES
OPPORTUNITIES (BLOWN DEMOS)
RIPPLE EFFECT THROUGHOUT THE
COMPANY
IMPACT OF MANAGEMENT
IN-ACTION

DEPARTMENT ANIMOSITY
 LOSS OF DEPARTMENT RESPECT
 DECREASED PROFITS
 LOSS OF PRINCIPAL CONFIDENCE
 LOSS OF MANAGEMENT POSITION
WHERE TO BEGIN
DOES THE UNDERPERFORMER
HAVE THE “WANT TO”?
SOMEONE WHO “CAN’T” DO
THE JOB

NEEDS CLOSE SUPERVISION
 FORMULATE ACTION PLAN
 MUTUAL COMMITMENT
 AGREED UPON RESULTS
 REGULAR MEETINGS TO MONITOR
PROGRESS
SOMEONE WHO “WON’T”
DO THE JOB

ONLY SHORT TERM IMPROVEMENT
 REQUIRE CONSTSNT CARE AND
FEEDING
 LONG-TERM PROGNOSIS NOT GOOD
DOCUMENTATION
A TALE OF TWO
TERMINATIONS
MORAL OF THE STORY
THE ONE WITH THE BEST
DOCUMENTATION USALLY
WINS
LAWS THAT GOVERN
EMPLOYER / EMPLOYEE
RELATIONSHIPS

CIVIL RIGHTS ACT OF 1964
 AGE DISCRIMINATION ACT OF 1967
 AMERICANS WITH DISABILITES ACT
OF 1990
 CHECK STATE AND LOCAL LAWS IN
YOUR AREA
PENALTIES FOR VIOLATION

CASH SETTLEMENTS
 REINSTATEMENT WITH BACK PAY
 FINES LEVIED BY THE GOVERNMENT
 JAIL TIME FOR CORPORATE
OFFICERS
TERMINATION vs. FIRING
IS THERE A DIFFERENCE?
ABSOLUTLEY
TERMINATION

IS A PROCESS
 COACHING
 COUNSELING
 WRITTEN WARNINGS
 EMPLOYEE STILL HAS VALUE TO
COMPANY
FIRING

STEALING
 VIOLENCE IN WORKPLACE
 DRUG OR ALCOHOL ABUSE
 INSUBORDINATE
 JOB ABANDONMENT
GIVE THEM A ROAD MAP

FORMAL WRITTEN JOB DESCRIPTION
 CODE OF CONDUCT
 TRAINING GOALS AND
REQUIREMENTS
 SHOW THEM CAREER PATH
 INCORPORATE INTO REVEIW
TERMINATION TOOLS

COACHING
 COUNSELING
 FORMAL WRITTEN WARNING
 FINAL WRITTEN WARNING
 EXIT INTERVIEW
COACHING

NON-STOP PROCESS
 INFORMAL
 SHORT QUICK POINTERS
COUNSELING

FORMAL SIT-DOWN CONVERSATION
 BEHIND CLOSED DOORS
 THIRD PERSON INCLUDED IN
DISCUSSION
 BREIF MEMO DOCUMENTING
CONVERSATION
WRITTEN WARNING

PRIOR APPROVAL FROM H.R.
 ABSOLUTLEY BEHIND CLOSED
DOORS
 THIRD PERSON INVOLVED
 REFRENCE COUNSELING NOTES
 DETAIL EXPECTED RESULTS /
CHANGES
FINAL WRITTEN WARNING

PRIOR APPROVAL FROM H.R.
 BEHIND CLOSED DOORS
 THIRD PARTY PRESENT
 REFER TO WRITTEN WARNING (S)
 TIME TABLE TO CORRECT
SITUATION
 TERMINATION EMINATE FOR NON
COMPLIANCE
TERMINATION / EXIT
INTERVIEW

SHOULD NOT COME AS A SURPRISE
 THIRD PERSON PRESENT
 DO NOT BELITTLE
 THIRD PERSON TO ESCORT THIS
INDIVIDUAL OUT
 PACKET OF INSURANCE AND
BENEFIT INFORMATION
 LAST PAYCHECK READY
INFORMATION TO THE
STAFF
RUMORS WILL ABOUND,
EXPLAIN TO YOUR STAFF THAT
THIS INDIVIDUAL HAS BEEN
TERMINATED FOR
PERFOMANCE ISSUES. DO NOT
RUN THIS PERSON DOWN.
MAINTAIN THE HIGHEST LEVEL
OF PROFESSIONALISM.
NEW HIRE PROBATION
PERIOD

SPELLED OUT IN EMPLOYMENT
AGREEMENT
 90 TO 120 DAY TIMEFRAME
 CLOSELY MONITOR ACTIVITY
 FREQUENT FEEDBACK TO
EMPLOYEE
RECRUITING

ALWAYS BE ON THE LOOKOUT
 MAY NOT BE FOR YOUR
DEPARTMENT
 BEST PEOPLE ARE ALL READY
EMPLOYED
 COMPANY GUIDELINES FOR
RECRUITING SOURCES
A HIRING MISTAKE CAN
COST YOUR COMPANY
TENS OF THOUSANDS OF
DOLLARS IN JUST A FEW
MONTHS
EMPLOYMENT
CONSULTANTS

PERSONALITY PROFILES
 INTERVEWING TECHNIQUES
 ADVICE ON ACTION PLANS
 ADVICE ON TEAM BUILDING
INTERVIEW PROCESS

FILL OUT APPLICATION AT THEIR
CONVIENCE
 FEEDBACK FROM PEOPLE IN YOUR
OFFICE
 CALL REFERNCES AND PREVIOUS
EMPLOYERS
 LEARN AS MUCH AS YOU CAN
BEFORE SETTING INTERVIEW
SCHEDULED INTERVIEW







ARE THEY ON TIME?
APPERANCE
LET THEM DO THE TALKING
TRANSPORTATION
RELEASE FORMS
FIELD VISIT
DRUG SCREENS, BACKGROUND CHECK,
CREDIT HISTORY
YOUR COMPANY NEEDS
TO HAVE CLEAR-CUT
POLICIES AND
PROCEDURES FOR ALL OF
THESE ISSUES TO ENSURE
THEY ARE PROTECTING
THEMSELVES AS MUCH AS
POSSIBLE FROM
POTENTIAL LITIGATION
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