Tackling Troubling

Employee Behavior
EMOTION
emotion
A mental state that arises
spontaneously rather than through
conscious effort and is often
accompanied by physiological
changes; a feeling: the emotions of
joy, sorrow, reverence, hate, and
love.


How might you rate your
emotional stability?
1. My emotions are stable
2. My emotions tend to be stable
3. Dont know
4. I occasionally feel unstable and have mood
swings
5. I have frequent and significant emotion/mood
swings

Now think about those in your workplace who
may answer this as a 4 or 5


How does heightened emotion on the
job affect the workplace?
Damages morale
Lessens cooperation
Increases worker conflict
Increases absenteeism
Decreases productivity

Deflects focus from the job
Increases employee turnover
Impairs judgment and reaction times, therefore raising
the risk of errors and accidents
Emotion Principles
Our emotional responses are learned, usually
patterned.

Involves mental conversations that deal with
contradictions to our beliefs and expectations.

Negative emotions, such as anger, are internally
created and thus can be internally managed.

Our feelings are most often expressed to those
that are meaningful to us.
Plutchiks Wheel of Emotions

The Emotion Effect
If left unresolved or unaddressed, a primary
emotion can lead to a secondary emotion,
and ultimately to a tertiary emotion.

Example: Anger > Rage > Hostility
Sadness > Neglect > Alienation
Fear > Horror > Panic
Troubled
troubled
Disturbed, worried, distressed,
agitated.


Why might your employee be
troubled
Are they displeased with the
outcome of a situation?
Were expectations unmet?
Was there a misunderstanding?
Do they feel things are out of
their control?
Do they feel mistreated?
Are they creating their own
internal stress?
Can they control/stabilize their mood and
actions?

From Expectations to Responses
EMOTION

Primary Feeling
Behavioral Response
Mental Conversion


Situation


Expectation

Warning Signs:
Obsessive involvement or emotional
attachment to the job
Prone to making direct or indirect threats
Aggressive, anti-social behavior
Overreaction to work policies or
performance appraisals
Inconsistent or apathetic work performance
Stressed relationships with co-workers
Frequently irritable, moody or sarcastic
behavior
Keep in mind
Persistent or excessively irritable,
angry behavior may be a symptom of a
larger psychological problem
such as:

Addiction
Post-traumatic stress disorder
Depression


Common causes of
supervisor/employee conflict:
Poor communication
Disrespect/undermining authority
Betrayal of trust
Excessive negative feedback from manager
Unreasonable demands made by managers
General harassment sexual, bullying
Failure of a manager to take disciplinary action
when needed
Micromanaged environment with little
opportunity for decision making
Employees can be expected to be threatened and use various defenses to protect themselves. Below we list and describe some of
these defenses and suggested counter moves while offering EAP. Add to the list:


DEFENSE OR TRAP

DESCRIPTION OR EXAMPLE

COUNTER MOVE

Excuses & Sympathy
Problems

Employees will have a good reason for everything that happens.
Youd have the same troubles I do if you had a family like mine.

You may have problems at home. I am
concerned about your performance and my
data here says you are not doing your job.

Apology & Promises

Im really sorry. You know that Ill never do it that way again.

I appreciate your apology. But what you did is
serious. I need to file a deficiency report.

Switching

I know about that, but look what a good job Ive done on that Harris
job!

You did do well on Harris. I want good work
on all jobs. You have had more problems than
success lately. Look at the record.

Anger

Damn it! One mistake and the roof falls in after 15 years of killing
myself for this place.

I expect you to listen to me. Just getting
angry wont help anyone, especially you. Im
concerned about your performance. And Im
not talking about one mistake. Look at the
record.

Tears

I dont know what to do. Ill never get out of this mess. (Cryin I appreciate your feelings. I want you to know
that I want to help, which is why I set up this
meeting. You have been a valuable part of our
organization. I want to tell you about our
Employee Assistance Program.

Self Pity

I knew this would happen. Ive never been able to do anything
right.

I wouldnt be taking the time to talk with you if
I didnt have faith in you. So lets move on to
talk about what can be done to help. You
know our Employee Assistance Program could
help.

Innocence & Blaming

Its not my fault. Joe let me down. I dont get any help at all around
here.

Ive checked into this in detail (points to
record). We need to start with what we can
do.

Friendliness & Deduction

Now, you know weve been through this before and we worked it out
together. Lets get together after work and figure this out where we
can be more comfortable.

I know weve been through this before, and
this time things will be different. I am filing a
report because Ive done all I can do to work
this out on the job. I think something is wrong
and I want you to see the EAP.

Hopelessness

I may as well quit right now.

You may have done excellent work. I
want more of that from your department
which is why I set up this meeting.



When is an Employee Considered
High Risk?
It is advisable to seek consultation from Employee
Relations immediately when you have knowledge of
employees presenting with the following traits or
behaviors, especially more than one:
Known history of violence
Preoccupation with violence or weapons (or owns
weapons)
Threats with intent to harm self, others, and property
Defiant/ demanding/intimidating behavior
Frequent disruptive behavior in the workplace
Mood swings
How to Counsel Troubled
Employee
Step 1:
Take note of dramatic changes in the employee's
performance and on-the-job behavior.
Adequate documentation will assist you in evaluating job
performance and confronting an employee when
necessary.

Documentation should be:
Specific
Objective
Factual
Thorough
Timely

What to look for and document in
job performance:
1. Absenteeism (Most Obvious)
Frequent unscheduled short-term absences (with or
without medical explanation)
Frequent use of unscheduled vacation time.
2. On the Job Absenteeism
At work but productivity and efficiency lacking
Continued absence from job location more than job
requires
Frequent trips to water fountain or restroom
Long breaks.

What to look for and document in
job performance:
3. Accidents
Physical complaints on the job
Accidents on and off the job

4. Observed Changes in Work Pattern
General absentmindedness, forgetfulness
Alternative periods of high and low productivity
Coming to work intoxicated
Missed deadlines
Inability to perform tasks they were able to do in the past

What to look for and document in
job performance:
4. Observed Changes in Work Pattern (Cont.)
Mistakes due to poor judgment
Outside complaints about the employees work
Improbable excuses for these poor patterns
Carelessness
5. Employee Relationships on The Job
Overreaction to real or imagined criticism
Borrowing money from co-workers
Repeated and compulsive criticism of Department or
University

What to look for and document in
job performance:
6. Employee Relationships on The Job
(cont.)
Unrealistic expectations for promotion
Abrasiveness with others (managers and co-
workers)

7. Work Relationships in the University
Community
Inappropriate behaviors
Complaints from other departments or customers

What to look for and document in
job performance:
8. Changes In Employees Behavior
Appearance
Sloppy
Inappropriate clothing
Mood
Withdrawn
Sad
Mood swings (high and low)
Suspiciousness
Extreme sensitivity
Frequent irritability


How to Counsel Troubled
Employee Continued
Step 2:
Meet with the employee and determine whether
the problem is personal or job-related.
Step 3:
Avoid becoming involved in an employee's
personal problem. If the employee needs
professional help (including anger management),
put him or her in touch with Employee Relations
or EASE.

How to Counsel Troubled
Employees Continued
Step 4:
Focus on performance issues if the trouble is job-
related. In a calm, non-accusatory manner, point out
the changes in the employee's performance.
Step 5:
Ask what you can do to help.
Step 6:
Work with the employee to develop concrete goals
and a timeline for resolving the performance issues.
Do establish the levels of work performance you
expect. Set the limits that you will tolerate.
Determine what is acceptable and unacceptable to
you.
Be consistent. Treat all employees equally.
How to Counsel Troubled
Employees Continued
Step 7
If the person shows behavior that poses a direct threat to
themselves or others (including physically being unable
to perform at work safely), call Employee Relations
and/or Security immediately. A condition of employment
or mandatory referral can be made that requires the
person to be evaluated by a mental health professional
via EASE or outside EASE and recommendations made
as to whether the individual can safely and effectively
perform in the job. They would be on a suspension
during this period to give them time to provide
documentation from their physician. Once we receive
documentation, they can be placed on a leave.
Important: If you feel threatened, you should suspend
immediately and deactivate the employees accesses.
How to Counsel Troubled
Employees Continued
If you suspect an employee is under the influence

Step 1:

Take note of dramatic changes in the employee's performance
and on-the-job behavior.
Adequate documentation will assist you in evaluating job
performance and confronting an employee when necessary.

Documentation should be:
Specific
Objective
Factual
Thorough
Timely

How to Counsel Troubled
Employees Continued
Observations may include:

Odors (smell of alcohol, body odor or urine)
Movement (unsteady, fidgety, dizzy)
Eyes (dilated, constricted, watery, involuntary eye
movements)
Face (flushed, sweating, confused)
Speech (slurred, slow, distracted mid-thought)
Emotions (argumentative, agitated, irritable)
Change in performance (errors, failure to follow through,
inability to multi-task)


How to Counsel Troubled
Employees Continued
Step 2:

Contact Employee Relations (ER) immediately for advice and
guidance.

In consultation with ER, prepare the Positive Corrective Action form
placing the employee on an investigatory suspension.

Schedule the suspension meeting with the employee and ER
representative or another supervisor, if an ER representative is not
available, as soon as possible.

During meeting, recap previous meetings and refer to
documentation of observed behaviors or performance issues.


How to Counsel Troubled
Employees Continued


A mandatory management referral will be made to the
Employee Assistance Program, EASE.

EASE will determine if a treatment program is
necessary.

The employee will be placed on an investigatory
suspension until documentation from a Health Care
Provider is submitted. At that time, the employee will be
on a personal medical leave.



Summary of Supervisory Guidelines
Focus on behavior
Observe
Document
Confront and Support the Employee
Dont diagnose
Use documentation
Follow Through
Monitor and document
Be consistent

Employee Assistance Program
Assists troubled employees in handling personal and/or
health related problems that adversely affect job
performance and productivity.
Supervisors are responsible for considering EASE as an
option for an employee whose work performance or
behavior/conduct is not meeting standards or could
warrant corrective action.
Supervisors must contact Employee Relations or Human
Resources Administrator before taking action when work
performance issues occur and/or corrective action is
warranted.