Course ID: 5162 | Course Duration: 1 Day | CEUs: CEU Credits: 0.6 CPE Credits: 6

Course Dates:

Dealing Effectively With Unacceptable Employee Behavior Training Class

Course ID: 5162

Dealing Effectively With Unacceptable Employee Behavior Training Seminar

How to get the productivity, cooperation and results you need without incurring resentment or damaging relationships

In this seminar you'll learn...

How to recognize the 15 warning signs that a problem is brewing

How to act-not react-in a negative situation

How to offer constructive feedback

How to set measurable performance standards and communicate them to your employees

And much more

Get expert advice on the sticky issue of disciplining workers whose performance just doesn't measure up. Learn how to handle each step of the process--recognizing the problem, assessing its severity ... to intervention strategies ... to termination procedures.


	Agenda
	WORKSHOP AGENDA Program hours: 9:00 a.m. - 4:00 p.m. Identifying the root causes of performance problems Why bosses sometimes fail to recognize-or worse, fail to address- performance problems The good news: When a "problem" employee really isn't a problem The major reasons employees don't perform up to standards 15 warning signs that a performance problem is brewing How to gauge whether a worker has a true performance problem or a personality clash with you or other co-workers Recognizing the most common types of difficult workers Identifying and getting help for employees whose performance problems are rooted in substance abuse, emotional or mental problems or pressing personal concerns Understanding how you, as a manager or supervisor, may inadvertently contribute to or create performance problems Tips for maintaining a clear, open communication channel with a problem worker What to say-and what not to say-when you ask an employee to meet with you about a performance issue The 10 characteristics of constructive criticism-and how to use it effectively to convey the perceived problem to the employee and promote productivity How to avoid the communication breakdowns that can escalate a problem situation How to avoid making emotionally charged statements that trigger a negative response- and lay the foundation for a lawsuit Don't soft-pedal the issue: The importance of using specific, clear and direct language when communicating with employees about performance problems Positive intervention techniques for turning performance problems around The importance of taking corrective rather than punitive action The critical differences among coaching, criticizing and disciplining-and how to decide which approach a particular situation calls for When verbal reprimands are effective-and what you can do to prepare for and manage workers' reactions Avoiding several common-but ineffective-managerial tendencies for dealing with problem employees 6 ways to provide employees with additional training-even if you're on a limited budget Guidelines for establishing measurable performance standards and communicating them clearly to a problem employee One vital step you must take to gain employee acceptance for the solution to a performance problem The major elements every successful performance improvement plan must include How to avoid the common mistakes managers and supervisors make when preparing for counseling sessions or performance reviews A step-by-step checklist for conducting effective intervention meetings Avoiding one of the most common reasons employee improvement plans fail to work When the problem persists: How to conduct a formal discipline conference How a discipline conference differs from a counseling meeting and other intervention strategies A step-by-step checklist for conducting an effective-and legally sound-discipline session Crying, anger, hostility and a variety of other employee reactions you may encounter during a disciplinary or termination meeting-and specific strategies for handling each Innovative techniques that often work when traditional approaches to discipline don't get results When to terminate Employee actions and behavior that affect performance-and when they warrant termination Examples of gross misconduct that are grounds for immediate dismissal-and how to keep control of the situation A 6-point checklist for determining when termination is the best course of action The 3 actions you must take before firing How to build your case with solid documentation Step-by-step guidelines for conducting a termination meeting What to do after a termination to minimize negative repercussions among remaining workers How to protect yourself and your organization from grievances and legal problems How to develop a progressive discipline policy that gets results and minimizes the legal liabilities of your organization 5 potentially explosive scenarios to avoid at all costs 6 actions you can take during disciplinary interviews to reduce the risk of lawsuits Understanding the double-edged nature of your organization's employee handbook-how it can be a valuable tool or a legal liability, depending on the circumstances


	Comments
	Past participants say it best "A direct hit! What I learned today will allow me to assess and resolve all of my supervisory problems. Thank you."- Dinah LaFaber Supervisor TTC Inc. "The DASR model paid for the class itself. I can now give employees feedback confidently and comfortably. The best presenter I've ever had." - Cynthia Cole Treasury Services Manager Herman Miller Inc. "Very interesting and informative. Taught me a lot about behavior, and I also learned something about myself and my role as a manager."- Marcus Young HR Manager Interstate Cable "An excellent, concise presentation of key elements for better coaching and conferencing techniques in problem-solving issues." - Carol Hummel Administrative Manager Networks Electronic Corp. Another great reason to attend: The trainers Mark Stephens or Eve Brooks Mark has trained thousands of managers, supervisors and human resources professionals throughout North America in the finer points of correcting performance shortfalls and redirecting problem workers. His seminars are noted for their focus on the real-world discipline and performance problems managers and supervisors face every day. Eve is a management and training expert who has spent a major part of her career coaching, counseling and advising both managers and workers. In her seminars, Eve draws on her experience to offer a wealth of insightful advice on constructive ways to discipline underachieving workers and correct performance problems. When you attend this workshop with Mark or Eve you'll leave with the essential coaching skills you need to improve worker performance and increase your organization's productivity. Registration. As soon as we receive your pre-registration, you'll receive a confirmation receipt via email from support@trainup.com.You will receive an Express Admission Ticket in addition to your confirmation order receipt, simply take the express ticket with you to the program and hand it to the registrar. If your ticket doesn't arrive before the seminar, be sure to go anyway. The instructors are expecting you! You may register up until the day before the course date. Cancellations and substitutions. Cancellations received up to five working days before the conference are refundable, minus a $10 registration service charge. After that, cancellations are subject to the entire conference fee, which you may apply toward a future conference. Please note that if you don't cancel and don't attend, you are still responsible for payment. Substitutions may be made at any time. The check-in table opens at 8:15 a.m. When you arrive at the hotel, please check the directory for the exact location of the workshop. The registrars will greet you, and collect your Express Admission Ticket, hand you workshop materials and direct you toward your seat. You'll also want to take the opportunity to meet other professionals from your local area. Introduce yourself! You may meet a new friend. Plan to be registered and ready to go by 8:50 a.m. This class begins at 9:00 a.m. on the dot and wrap up at 4:00 p.m. Lunch is on your own from 11:45 a.m. to 1:00 p.m. Why not invite another participant to dine with you? You can share information, review the morning and make the day even more enjoyable. Parking. The best efforts are made to find workshop facilities that have all the pluses : Convenient location, great meeting rooms, courteous staff and plenty of free parking. However, some facilities have paid parking only. You may want to check with the facility personnel to determine parking fees-often they can direct you to free parking just around the corner. Tape recording. These programs-both what you see and what you hear-are fully copyrighted. No audio recording or videotaping, please. Program agenda: 8:15 a.m. - 9:00 a.m. Register and collect materials 9:00 a.m. - 11:45 a.m. Workshop session 11:45 a.m. - 1:00 p.m. Lunch on your own 1:00 p.m. - 4:00 p.m. Workshop session Seminar materials And you won't go home empty-handed. You'll leave this workshop with a Certificate of Attendance; a soundly researched, unabridged workbook; and step-by-step guidelines for using the information you've just learned. Need one more reason to choose this seminar? The guarantee. It's simple. If you're not happy, the instructors are not happy. If you're not absolutely delighted with the value and benefits to be gained from this workshop, tuition is fully refundable or choose to attend another seminar given by this course sponsor. If you supervise one or more of these employees, you need to take action NOW! Amy Attitude: Has negative attitude that brings everybody down Hand-Holder: Needs constant supervision Early Retiree: Has been around awhile and is beginning to practice on-the-job retirement Worrywart: Has personal problems that infringe on the workday Clock-Watcher: Refuses to work weekends or even a minute beyond "quitting time"- even during deadline crunches Antagonist: Is rude and unpleasant to co-workers, vendors and customers Blameless Bob: Always has an excuse for everything Whiner: Complains no matter what he or she is asked to do Thumb-Twiddler: Lacks motivation and initiative Insubordinate Subordinate: Challenges you in front of other workers and managers Tortoise: Shows up late or not at all When performance problems are ignored, they don't go away. They turn into bigger problems- for you and your organization. You'll learn practical, proven performance management methods that will result in higher morale, fewer discipline problems and increased productivity.