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Productivity / Performance

Discipline ‘protected’ employee—but document why you treated similar offenses differently

12/03/2009

When it comes to discipline, the primary rule is to treat similar rule violations alike. That means you’ll have to punish all kinds of people for misbehaving, even if they’re members of a protected class. Don’t hesitate to do so if their behavior warrants it.

OK to terminate employee who is psychologically unfit to perform stressful job

12/02/2009

When stress is a built-in part of the job, it stands to reason that sound mental health is a prerequisite. Someone whose psychological disorder interferes with the ability to perform such a job isn’t qualified and can be terminated.

Virtual call center cuts turnover, boosts productivity

12/01/2009

Customers who phone the call center at Ascend One, a debt management company in Columbia, Md., are likely to talk to an employee who’s dressed in pajamas. Since 2006, the organization has allowed its call center employees to work from home, and about half of them—300 or so—have accepted the offer.

Document employee response to negligent work

12/01/2009

If you employ licensed professionals such as nurses or pharmacists, the time may come when you have to report shoddy practices or ethical lapses to the Ohio board that issues and maintains their licenses. To avoid a lawsuit over whether your report was malicious and therefore not covered by an employer privilege, carefully document the acts and behavior that you believe are negligent or unprofessional. Be sure to let the employee respond to your concern.

Let the sun shine in—or you could wind up facing ADA liability

12/01/2009

The ADA requires employers to provide reasonable accommodations to enable employees to perform the essential functions of their jobs. While the types of reasonable accommodations required can vary greatly depending on the employee’s medical condition and the particular job, it was not until recently that a court found that permitting an employee to work in natural light might be a reasonable accommodation.

How to set challenging but realistic goals for employees

11/30/2009

Goals are the heart of any pay-for-performance system. They set the standard against which employees’ progress is measured—and on which bonuses and raises are based. But goal setting can be a tightrope act. To establish goals that improve organizational performance, ask these eight questions, developed by the Harvard Business School:

OK to label attendance an essential function

11/24/2009

It seems logical—employees who can’t come to work won’t be able to perform the essential functions of their jobs. It may be possible to accommodate some disabled employees by letting them work from home, but that’s not true of most jobs.

When promotions are on the line, follow your criteria and beware supervisor bias

11/13/2009

When promotion processes bypass qualified candidates, discrimination lawsuits are almost sure to follow. That’s because employees can easily poke holes in complex candidate-ranking systems, and supervisor bias emerges when promotions are on the line. If you have set criteria for promotions, make sure you follow your own rules.

Attitude, absence & foul language: 3 scripts for those conversations you’d rather not have

11/10/2009

Paul Falcone, author of 101 Tough Conversations to Have with Employees, offers these scripts to follow when you need to have awkward but essential conversations with employees. Here’s what managers should say after they’ve said, “Hey, got a minute?” 

Checklist: How to set challenging but realistic goals for employees

11/04/2009

Goal setting can be a tightrope act for supervisors. Set the bar too low and you end up with an unmotivated, unproductive employee. Set it too high and you’ll create frustration and the possibility the person will do something unethical to achieve the goal. To make sure you’re setting goals correctly for employees, ask yourself these eight questions: