Managing Problem Employees You Inherited – How to Avoid Supervisory Minefields


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New managers want to create an environment in which employees are engaged and motivated to do their best job every day. Managers want their people to be productive, happy and performing. After all, we often spend more time with our coworkers than with our families!

However, every manager who takes over a new staff will almost inevitably inherit at least one dysfunctional and/or non-performing employee. These employees can torpedo not just group results but also the manager’s performance and reputation.
Recognizing and handling dysfunctional employees can be hard for even the most experienced manager and is always time consuming. However, you can never have a fully functioning team and the respect of your employees if you don’t step up and handle these people problems. A manager can even lose the respect of the whole team based on his or her inability to contain the effects of just one dysfunctional employee.

Dysfunctional employees can be hard to spot. In fact, often they will be the first to welcome you to your new job or department. By the time an unaware manager realizes with whom he or she is now dealing, the problem has likely escalated and spread. A problem employee can even cost a new manager their own job.

Areas Covered in the Session :

  • Developing a plan for taking over a new group or department.
  • How to avoid being supervisory roadkill. Recognizing the signs of trouble – before trouble starts.
  • The long term, entrenched employee – who finally has everything just the way he likes it. Now here you come, a new manager he needs to “break-in.” What to do.
  • The over compensated, under qualified, perhaps underperforming employee who is ready to do vicious battle – with you. How to handle this potentially lethal employee.
  • The employee who has been underperforming (and likes it that way) ¬– for a long time… Getting him to actually work.
  • The professional victim – passive-aggressive, sneaky and even worse, willing to wait you out. How to head them off.
  • The person who is so disagreeable that no one has ever told him he is underperforming. How to have that hard conversation.
Who Should Attend:

  • HR Departments
  • Managers
  • Supervisors
  • Business Owners
  • Professionals handling conflict management
  • Management Teams
  • Team Leaders
  • Anyone who works with people that impact their ability to perform at work to the best of their capability

HR3305

Teri Morning

  • Teri Morning, MBA, MS, SHRM-SCP specializes in solving company “people problems.”
  • Teri is the founder and a principal partner in HindsightHR – employee investigation and incident case management software. www.hindsightcloud.com
  • Teri also sources software solutions for compensation and performance management.
  • Twenty+ years human resource and training experience in a variety of fields, including retail, distribution, architectural, engineering, consulting, manufacturing (union), public sector and both profit and non-profit companies.
  • Teri has enjoyed consulting with employers on their problems and trained managers and employees for over 20 years, meeting and working with employees from all types of businesses.
  • In addition to a MBA, Teri has a Master’s degree in Human Resource Development with a specialization in Conflict Management.
  • Teri was certified by the State of Indiana in mediation skills, Teri is certified in Project Management and IT Management, qualified as a Myers-Briggs practitioner and holds the SHRM certification of a Senior Certified Professional.

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