Sue, an operations manager, wrote: “I have an employee (direct report) who is on a final written warning for performance, and she’s not cutting it. I meet with her weekly to coach her to succeed, and her performance is still not meeting standards. I’m troubled by the fact that I have known her for a long time, and am practically her friend (frankly, I am her friend). Any suggestions on how I should move forward”?
The HRmeister: “Sue, your situation is not all that uncommon. If you have been clear with her as to what’s expected performance-wise, fairly and consistently used your company’s disciplinary procedures, given her sufficient time to improve, and met with her regularly (particularly while she is on her final written warning), coaching her to succeed, then it appears you have done all that you can do – the rest is up to her.
My experience with these cases is interesting. Sometimes, when the situation calls for you to move to termination, the employee may actually surprise you, and instead of asking how you could do this to her, will thank you for doing what they themselves believe needs to be done (be terminated). There could by many reasons why the employee is not performing satisfactorily. The bright side of a termination is that it may give the employee the ‘push’ they need to find another position more suitable to their skills and interests, or simply some much-needed time off to take care of a pressing personal issue.
Even if it does not turn out this way with your employee, at the end of the day, you can take comfort in knowing that you have done the ‘right thing’ for you, your employee, and your organization.
John, a reader, wrote: “I am a leader in my organization (a call center). I continue to be amazed by how casually more and more of our employees are dressed. We have a business casual dress policy, but it’s clearly not enforced. Any suggestions on how I can best address this issue, as it concerns me?”
The HRmeister: “John, I’m not surprised by your question. I suspect that your call center employees may believe that since they do not typically come into physical contact with your company’s customers, they have more latitude with regard to their casual dress. I have a three-point answer for you (all three points are equally important). First, I suggest that you check to see if you have a dress code HR Policy. If not, I suggest that you contact your HR rep and inquire about creating one (you might even consider volunteering to help draft it).
You will be in a stronger position to effect some change if you have a policy which supports the business casual dress policy. Second, you will need to rally your fellow leaders to your cause. Finally, then you and your fellow leaders need to agree to enforce the policy. A good policy should outline the consequences for not complying. For example, if a leader informs her employee that he is not dressed according to the dress code, she could send him home to change. In some organizations, doing this also triggers a ‘tardy’ or an ‘absence’ which may be a ‘chargeable’ occurrence (a double whammy), which serves as a deterrent.
Again, the ‘consequence(s)’ need to be spelled out in the HR Policy, and communicated to all employees in advance.
One final thought to consider is that there may be some ‘generational’ implications/perceptions at play here. I also am not familiar with your company’s culture. Some organizations stress more ‘inclusiveness’ than others, and, as such, more casual dress may be viewed by some as a way to express their individuality, thereby providing the organization with an opportunity to exercise more inclusiveness.
Hi! This is my inaugural blog post, and I only hope someone (other than myself) will want to read it. 🙂
a combining form meaning “a person expert in or renowned for” something specified by the initial element (often used derisively): schlockmeister; opinionmeister; dealmeister.
I hope to be able to share many of the practical ‘all things HR’ pearls of wisdom I have picked up, as well as some of the foibles I’ve made, over my 32 years in this profession.
First, a little bit about me…
I’ve spent the vast majority of my HR career in the property & casualty insurance industry. Starting as a recruiter, I then transitioned into college relations, diversity internships, generalist, and finally, HR business partner work with several different insurers. As you might expect, I learned about mergers and acquisitions, talent management, learning and performance, and just enough about benefits, compensation, and HR analytics to be dangerous.
In 1998, I received my Senior Professional in Human Resources (SPHR) certification, and have re-certified every three years since. During this time, I had the privilege of serving on both the Central Indiana and Central Iowa Society of Human Resources Management (SHRM) chapters in certification, membership, president, and past president roles.
I look forward to hearing what’s on your mind. What HR questions might you appreciate receiving some advice on? The field has and will continue to change dramatically, so let’s use this blog as a forum to better equip ourselves to meet these changing and challenging times!