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101 Tough Conversations to Have with Employees A Manager's Guide to Addressing Performance, Conduct, and Discipline Challenges

ISBN-10: 081441348X
ISBN-13: 9780814413487
Edition: 2009
Authors: Paul Falcone
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Book details

List price: $18.95
Copyright year: 2009
Publisher: Amacom
Publication date: 4/8/2009
Binding: Paperback
Pages: 320
Size: 6.00" wide x 9.00" long x 1.00" tall
Weight: 1.386
Language: English

Paul Falcone is vice president of human resources at Time Warner Cable in Los Angeles. Before joining Time Warner, Paul was head of international human resources at Paramount Pictures, a division of Viacom. Paul is the author of many best-selling books, including 2600 Phrases for Effective Performance Reviews, The Hiring and Firing Question and Answer Book, 101 Sample Write-Ups for Documenting Employee Performance Problems, and 96 Great Interview Questions to Ask Before You Hire (all published by AMACOM). He is a regular contributor to HR Magazine and an instructor at UCLA's School of Business and Management. Paul holds bachelor's and masters degrees from UCLA. He lives in Valencia, California

Preface
Acknowledgments
Introduction: The Rules of Engagement
Uncomfortable Workplace Situations
Common Managerial and Supervisory Discussions
Mediating Disputes Among Subordinates
Appropriate Responses to Requests to Speak "Off the Record"
Promoting a Neophyte into a First-Time Supervisory Role
New Supervisor Syndrome
Inheriting an Employee with Disciplinary Problems
Stopping Attitude Problems in Their Tracks
Advice Before a Holiday Party or an Offsite Event
Individual Appearance and Uncomfortable Workplace Dilemmas
Bad Hair Days
Inappropriate Dress
Body Piercing and Body Art
Tattoos
Halitosis (Bad Breath)
Body Odor from Lack of Cleanliness
Body Odor from Suspected Medical Reason
Cultural and Religious Differences
Inappropriate Display of Religious Icons
Supervisor Proselytizes to Subordinates
Offensive Food Preparation and Spicy Smells
Euphemisms like "Honey," "Sweetie," and "Doll"
Speaking Foreign Languages in the Workplace
Inappropriate Display of Sexually Explicit Material
Lack of Understanding of Multicultural Differences
Poor Work Habits and Job Performance Concerns
Performance Transgressions
Lack of Quality, Detail, or Efficiency
Lack of Quantity or Speed
Substandard Customer Satisfaction
Lack of Sales Production
Failure to Learn New Material During Training
Acts Resulting in a Loss to the Employer
Failure to Follow Through, or "Dropping the Ball"
Policy and Procedure Violations
Failure to Adhere to Safety Rules
Excessive Personal Telephone Calls
Excessive Time Spent on the Internet
Unauthorized Use of Company Equipment and Facilities
Working Unauthorized Overtime
Off-Duty Conduct and Moonlighting
Excessive Absenteeism and Tardiness
Excessive Unscheduled Absence: "No Fault" System
Excessive Unscheduled Absence: "Excuse-Based" System
Patterning Excessive, Unscheduled Absence Around Weekends
Rolling Calendar Year Maneuvers
Excessive Tardiness
Exempt Employees Who Choose to Come and Go as They Please
Lack of Requisite Skills
Inferior Job Knowledge
Lack of Technical Skills
Inadequate Problem-Solving Skills
Substandard Written Expression
Poor Time Management
Lack of Organization and Neatness
Inappropriate Workplace Behavior and Conduct
Sexually Offensive Behavior
Foul Language in the Workplace
E-Mail Misuse
Finding Pornography on an Employee's Computer
Bullying
Discriminatory Comments or Racial Epithets
Leering
Sexual Harassment Findings (Reverse Harassment)
Substandard Communication Skills
Tattletales, Gossipmongers, and Snitches
Whiners and Complainers
Requests for Confidential Conversations from Other Supervisors' Subordinates
Poor Listening Skills
Failure to Communicate Upward
Establishing Effective Staff Meetings
Personal Style Issues
Suspected Alcoholism or Substance Abuse
Inability to Accept Constructive Criticism
Lack of Sensitivity and Protocol (E-Mail Censuring)
Badgering and Challenging One's Supervisor
Lack of Teamwork and Relationship-Building Skills
Laziness and Lack of Commitment
Blamers and Excuse Makers
Coworker Jealousy and Employees Who Can't Let Go of Their Anger
Supremacists-Arrogance and Superior Attitudes
Leadership Style Challenges and Career Management Obstacles
Stalled Career Syndrome
Unwillingness to Confront Problems Head-On
Staff Motivation Conversations
Protecting Your Company from Legal Liability (Documentation)
Inability to Provide Constructive Criticism
Handling Group Complaints Wisely
Lack of Diversity Awareness
Lack of Leadership
Corporate Actions
Corporate (Intentional) Actions
Probationary Termination
Administering Disciplinary Warnings
Administering Decision-Making Leaves
Termination for Cause (in Conjunction with Progressive Discipline)
Convincing an Employee to Leave Voluntarily When There Are No Progressive Disciplinary Warnings on File
Negotiating a Separation Package When There Are No Progressive Disciplinary Warnings on File
Corporate ("No Fault") Actions
Layoff: Position Elimination-LIFO
Layoff: Position Elimination-Lack of Qualifications
Layoff: Position Elimination-Union Bumping Privileges
Layoff: Position Elimination-Department Closure
Layoff: Position Elimination-Plant Closure (WARN Act)
Follow-Up Discussions with Survivors After Layoffs Occur
Summary Offenses (Immediate Discharge)
Employee Theft
Selling Proprietary Products on the Internet
Time Card Fraud
Threats of Violence in the Workplace
Sexual Harassment
Falsification of Company Records
Insubordination
Special Circumstances
Welcoming Back Employees Returning from a Stress Leave of Absence
Dealing with Employees in Crisis: Isolation
Dealing with Employees in Crisis: Suicidal Concerns
Dealing with Employees in Crisis: Homicidal Concerns
Terminating Employees Who Are on Investigatory Leave
Verbally Accepting an Employee's Resignation
Index

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