Difficult Staff - not listerning to instruction.?

Question

A member of my staff keep failing to file away her files and confidentail documents each day. I have spoken to her a few time and emailed her. What action can I take next and is it fair to terminate her contract?

Answer 1

What communication methods have you tried?
1. Give instruction and follow up asking if the task has been done yet, until it is done (nagging can work!)

2. Is that person trying "inverse delegation"? Such responses as "Oh, I haven't learned that yet. It will be quicker if you did it yourself" are inverse delegation. Your answer is, "If you don't do it or learn it, you will never be able to, so let's see how you get on."

3. Active Listening: ask why task has not been done, listen to response and repeat it back in your own words: "So, if I understand you, you think so-and-so should do it and not you, is that right?" Then ask why, repeat answer in same way. generally, this method, if asked and repeated enough times, makes the iidler see the flaws in his or her thinking.

4. try "I" instead of "you" statements. These have a pattern: State the offending behaviour, then how you feel about it and then the consequences of the behaviour continuing, e.g., "When people don't do the tasks that are allocated to them (The Offending Behaviour - Note: it's impersonal, not accusing), I get really upset (your feelings) because if no one performs their tasks, we would all be out of a job (consequences). Many people respond with a suggestion how he or she could cure the behaviour.

All this takes some practise, but since I learned these tactics 30 years ago, I don't have many problems except with genuine idelers who deserve the sack.

If it goes to the sacking phase, make sure you avoid tribunal by issuing the verbal warning (recorded on personnel file), followed by written warning for second offence within 4 -5 months of the verbal warning (filed same place) and dismissal on third offence within a year of the written warning. The dismissal letter should give full reasons for the dismissal.

Good luck with this character.

Answer 2

Managers have a two-fold job. They have to accomplish the company objectives and they have to train and develop the skills of their staff. It's a difficult balance.

If you have an Human Resources dept, contact your rep. Tell him/her the problem and they will give you direction as how to handle. If you are in a smaller company, then call her into your office and have a open and clear talk. Consider that she may not know how critical this element of her job actually is. Give her the benefit of the doubt right now. Tell her that her work is unacceptable and give specifics. Put her on an action plan. This is in writing and it tells her what is expected of her and how she is failing. It also should provide her with written direction as to how she is to improve her work. This works well for everyone involved. It gives her the opportunity to get clear info and improve her work and it protects you in that she can never say she didn't know the problem or say you didn't try to help her. Action plans have timelines, i.e. 30, 60 or 90 days. If her work is still bad (w/little or no improvement) then you have grounds to fire her. Also, she may not be happy at the job either. If she knows that her job is in jeopardy, this gives her a chance to seek other employment.

Answer 3

I would have another word with her and just put your foot down say something like "look you either follow the company's policies and procedures by ensuring that you file away your files and confidential information as i have told you on quite a few occasions or unfortunately i am going to have to take you down the disciplinary route which could mean dismissal" and then make sure you tell her why the files and information needs to be filed away or even better give her a document which clearly states the rules and regulations of the Data Protection Act. Then if she does it again ensure you follow your company's disciplinary procedures (usually two verbal's then a written warning) make sure that you find out what your specific company's procedures are to ensure that it does not come back on you in any way and then get rid.

Answer 4

Make them part of the decisions. Keep in mind they've been in the group longer than you have and may know more details about the process they work on than you. You're there to lead the team. That still makes you part of the team and it doesn't sound like they see you as a member. I recall being on a team of 7 which was reduced to 2 then a new team manager was brought in that wanted to micro manage everything. I went from 10 hour days to 12-14 hour days because she couldn't back off and let me get the work done that I knew needed to be done. I and the other worker quit on the same day a few months later due to the poor management. Make yourself part of the team not part of the problem. Get to know how they do things and why. Then set out to make changes as a group.

Answer 5

a caring employer will train their staff, you need to do things in an orderly professional manner or you culd be sued for all sorts of reasons.

Start with a formal meeting and make sure you do this for ALL your staff... to begin with.

Explain why it is so important to follow procedures and follow the meeting up with A MEMO to all staff.

Then, if she carries on ignoring the rules, you need a private chat. Be sure to record what was said.

Do things properly and if it comes to it you will at least have given her every opportunity to so things right before you let her go...

Have you thought of just asking her why she is not following the rules? Is it laziness or does she have a problem? Perhaps her workload is too heavy.

Good luck sorting it.

:-)

Answer 6

That should not be an issued ("is it fair to terminate her employment")
There is always 1 verbal warning and 2 written and the last is termination of her employment.
Start afresh on Monday morning. Begin, have a chat with her and let her know what is going to happen then carry it out and don't let sentimentality come in it.
Stand by your convictions. Good luck

Answer 7

Your in charge and have confidential documents open for others too see.!!! ... you and she could be breaking "The consumer credit act 1988 "The Data protection act 1998" and you could be sued..!

As a High Court Bailiff iv seen this many times, That staff just don't know the repercussion of there actions.

You don't want to be taken to court cos the cleaner saw this info do you..?..

I would talk to her ..forget Emails... and give her a Written warning..! ..Its your *** on the line mate.

Oh and make her sign your copy of the warning , then she cant deny anything if things go "**** up "

Hope this helps...
Paul (UK)

Answer 8

Firstly request the she draws up a daily work schedule building in time for her filing duties. Also if taking care of confidential documents is her sole responsiblity remind her that she if in breach of her contract and if she continues to disregard her contractual obligations she will recieve a written warning. I think you will see a swift improvement in her attitude and no further action will be necessary. Do not fire her out of hand as she may have right on her side,err on the side of caution in the first instance.

Answer 9

If she has been with you less than 12 months you can give her a months notice and say goodbye. if more than 12 months you need to follow a procedure, have her in the office, and tell her that her performance isn't acceptable and that you want to see a rapid improvement, ask if there is a reason why she is not doing her job properly. Tell her that if she doesn't improve then she will be asked to attend a disciplinary hearing

Answer 10

How important is it that the files are put away each day? If its very important then ultimately she should be sacked if she refuses to do it. I think the proper course would be to give her plenty of warnings, starting with verbal then written and if she continues then dismissal. Continuing to leave them out would then be a definite case of insubordination. I'd leave a suitable time frame between warnings, say one week and ensure she has the opportunity to a representative at your meetings.