Hi everyone,
I have an ongoing problem with a particular employee that I'd love some guidance with. Some background:
I manage the service department for a software company - basically a help desk. This employee, we'll call him Bob, has been with us for 2 1/2 years. 1 1/2 years ago I appointed him to be my assistant manager. This was done because he was fantastic at his job, and was a patient trainer.
Unfortunately I was new myself as a manager, had essentially no support, and didn't manage him well. Absenteeism became a big issue, his effectiveness slipped, and he lost respect in the team's eyes and mine. I didn't have the tools to deal with this.
About 6 months ago I got a new boss, and some support. Very recently I discovered Manager Tools, and I'm speed listening through the back catalog.
3 months ago we had to move Bob into a different role, with more technical demands, but no supervisory responsibility. He's back doing the things that originally got him promoted. He has shown some signs of improvement, but no consistency. His absenteeism comes good, and then goes bad again. He's just been away from work for 2 days at a critical time.
So here are my main problems:
-How do I provide feedback or coach on him being sick? He is now required to provide medical certificates, but whether he is really having health problems, or he is faking, I still don't know how to try and turn him around. And I want to. When I discuss it with him, he makes the right noises, but I'm not feeling it, or seeing it.
-My new boss is going to want to fire him. I know it. She's never seen him when he is performing. I'm still building my relationship with her, so I don't feel like I can go out on a limb for him, particularly when he's not giving me any evidence to use in his defense.
Ideally I need a process I can employ that will either see his absenteeism improve, along with the rest of his performance, or see him terminated fairly. As long as I can keep my boss informed of the process, she'll be happy, and I won't damage our relationship.
All I need now is a process. Any advice would be greatly appreciated.
Martin.
Managing absenteeism
Do you have any actual reason to think that he's faking illness? Presumably these medical certificates that he's supplying are signed by a qualified medical practitioner. You don't say where you are so I don't know if this applies where you are but, here in the UK a doctor can lose their license to practice medicine, be disciplined by their professional body and even face criminal prosecution for falsifying medical certificates. It's rare that one will risk it.
I think that your best bet would be first to sit down with your direct and both tactfully and carefully discuss what the issue is and his health. If the health problems are something that has a definite time span (e.g. he's undergoing a treatment regime that has an end date) in the forseeable future then you probably don't want to sack a good worker for a, fairly, short term issue. If it's a longer term thing then maybe you can look at alternate ways of working (home working, flexible hours, compressed hours, reduced hours &c, obviously this will be guided and restricted by the type of work and corporate environment) and what services are available within your company for your direct and your team (e.g. an occupational health department).
You should probably also check with HR/legal what the legal situation is, in particular if you are being pushed towards dismissal. Again, I don't know what jurisdiction you are in. Here in the UK, and I believe much of the rest of Europe, long term recurring illness is treated as a disability and subject to anti-discrimination laws. If you sack someone due to ill health you have to show that you have made all reasonable adjustments to accommodate the illness (which is actually quite a low bar) else you could be open to litigation.
Stephen
Managing absenteeism
I recommend you slow things down, stop making assumptions about your employee, get to know him, find out what is really going on, and apply feedback concerning his behavior.
You have a classic management problem of speculating as to his potential fate and the causes of his issues.
First, start one on one meetings. These provide a structure that helps you build your base with your direct reports.
http://www.manager-tools.com/2005/07/the-single-most-effective-manageme…
http://www.manager-tools.com/2005/07/the-single-most-effective-manageme…
http://www.manager-tools.com/2005/07/questions-and-answers-on-one-on-on…
http://www.manager-tools.com/2007/12/one-on-one-scheduling-guidance-par…
http://www.manager-tools.com/2007/12/one-on-one-scheduling-guidance/
http://www.manager-tools.com/2008/02/the-management-trinity-one-on-ones/
Use the forms, and tell him what you are doing and why. Be very up front about it.
Send him the one on one invite note after you customize it. I have had great success with it:
http://www.manager-tools.com/podcasts/Sample-1-on-1-email.txt
Then start using POSITIVE feedback after 6-8 weeks.
http://www.manager-tools.com/2005/07/giving-effective-feedback/
http://www.manager-tools.com/2005/10/feedback-revisited/
http://www.manager-tools.com/2006/02/improve-your-feedback/
http://www.manager-tools.com/2007/08/the-feedback-model-optional-upgrad…
http://www.manager-tools.com/2007/10/feedback-and-the-shot-across-the-b…
http://www.manager-tools.com/2008/03/how-to-give-feedback-about-attire/
http://www.manager-tools.com/2008/03/the-management-trinity-feedback/
After another 6 weeks or more, start giving ADJUSTING feedback 1 out of 10 times you give feedback.
Here's the whole strategy for rolling out the trinity:
http://www.manager-tools.com/2008/08/rolling-out-the-manager-tools-trin…
http://www.manager-tools.com/2008/08/rolling-out-the-manager-tools-trin…
http://www.manager-tools.com/2008/08/rolling-out-the-manager-tools-trin…
http://www.manager-tools.com/2008/09/rolling-out-the-manager-tools-trin…
As for his absenteeism, just go ahead and talk with him about it now if you think it is an urgent matter and cannot wait two months for you to roll out this management practice.
"Hey, can we talk for a minute? You've been missing work, it's a pattern, and I'm worried about you. Tell me what's going on. " You might learn something by listening to the answer.
I'd then tell him, "You can't miss work as often as you do. I'm going to make some changes to how I manage in the near future so that both of us will be more successful. How do I get you to come to work more often?"
See what he says.
Fast with people is slow. Slow with people is fast. Unfortunately, it may be a year into the one on ones - or longer - before you really find out what is going on in his life. One of my most powerful one on one experiences happened a year and a half after we started doing them. For some, trust comes slowly. In damaged relationships, it comes more slowly. For people who are not naturally people-centric, it comes very, very slowly.
You are doing the right thing. You are concerned about him and trying to help him rather than worrying about your own well-being and control over him. That is a very mature and progressive approach to management. The practice of The Tools will suit you very well.
Managing absenteeism
I don't know that I would be as blunt as to say "Dude, I don't know that I can go out on a limb for you because you haven't given any noteworthy performances of late so your job may be in jeopardy" but the message should be conveyed to him. Maybe something along the lines of "I want to help you to help yourself" as corny and cheesy at it sounds.
From your post here, that's pretty much what you're looking to have happen. You don't want to see him get canned and you want his help to ensure the outcome.
"When you do X, Y and Z, it doesn't exactly lend to the credibility of your superstar potential. My manager sees X, Y and Z and the assumption is that you don't care, aren't interested, etc. If you're interested in sticking around here, what could you do differently to change that perception?"
I don't think there's anything wrong with saying "I want to see you succeed & have a long, prosperous career here. What kind of game plan can we come up with to ensure that happens?" (This, of course, assumes he's interested in sticking around. Sometimes the behaviour speaks to the underlying message: I want out, I'm bored.)
Managing absenteeism
Don't invent anything more - feedback, feedback, feedback. Ask yourself how you can make your feedback better.
If you've been doing feedback and it isn't' working, go for level two feedback. Ask how you can make your level 2 feedback better.
If you've been doing level two feedback and it isn't working, then its time to admit that you've failed and start looking at exit scenarios.
Absenteeism is a behavior problem that impacts work. Feedback is the correct way to deal with it.
Brian
Managing absenteeism
Rob, as usual, gave crystal clear answers. This is almost a textbook example. I even think it was covered in the podcasts...as an example.
Managing absenteeism
[quote="RobRedmond"]You have a classic management problem of speculating as to his potential fate and the causes of his issues. [/quote]
[quote="RobRedmond"]....How do I get you to come to work more often?"[/quote]
There were two parts of Rob's answer that I didn't agree with.
If you review one of the first feedback casts, you'll remember that you don't try to assign motivation or reason to the action. The action is what it is and the external action has external effects. Your concern is with the effects on the business, not with the causes of the the issue.
Absolutely you have to talk to make sure there isn't a bigger issue - if he is absent because he drinks too much or because he is sick a lot, there could be an additional problem. But the bottom line on being absent is that he can't be absent because it disrupts work. The reason or motivation is somewhat irrelevant. It is a little brutal, but it is how it is from an effective management standpoint.
In the second phrase, I specifically disagree with the last sentence; the reason is subtle. It places the responsibility for the employee's behavior on you..."HOW DO I GET...". Your employee's behavior isn't your responsibility, it is his. It also implies an element of bargaining or negotiation. The responsibility is his. You can help a little, but you can't do it for him.
Maybe I'm off base and misreading this...
Brian
Managing absenteeism
[quote="bflynn"]
Maybe I'm off base and misreading this...
Brian[/quote]
Not at all. I agree with both of your points. I tried to write what you expressed as your first point of concern.
The second point is well taken and I agree with you. "What are you going to do differently?" is the best way to end that statement to hold the employee accountable.
Well said.
-Rob
Managing absenteeism
Thank you to everyone for your advice.
The one thing I've allowed myself since my original post that has made the difference is time. Time for the things I've only recently started doing to work. Time for him to see what's expected and what will happen if he does or doesn't perform. Time for my manager to see that I am managing the situation.
I think I was making a common, and very human error. I allowed my frustration to turn into impatience, and so I wanted to create a crisis that would either magically turn the employee around, or get him out.
My impatience. My problem. Not his.
I'll just keep on doing what's right (and dull and slow).
Thanks again everyone.
Martin
Managing absenteeism
[quote]I wanted to create a crisis that would either magically turn the employee around, or get him out. [/quote]
That's an amazing observation. Archived for future commentary.