The use of this seal confirms that this activity has met HR Certification Institutes (HRCI) criteria for recertification credit pre-approval.
This activity has been approved for
(General) recertification credit
Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM. Credit is awarded based on the actual educational time spent in the program.
1-hour educational program = 1 PDC.
1-hour and 15 minute concurrent conference session = 1.25 PDCs.
3-hour e-learning course = 3 PDCs.
Managing employee performance is a critical role for all leaders, of any group, even volunteers and family members. Expected outcomes depend on the leader’s ability to set clear performance expectations (outcomes) and in some situations help by defining methods or processes that are to be used.
Periodically an employee may become disconnected from the outcome (goals), or processes and this situation must be quickly assessed, and action taken.
To wait, defer or “hope” it will get better is not an option as both the organization performance and impact on co-workers starts to take hold and can have compounding negative impact. Addressing both technical ability and behavioral issues must be done expediently and with proper alignment to policy along with regulatory boundaries for such action.
The risk is real for doing it wrong, lawsuits and negative public relations, are two of the areas of concern. Having a leadership team that is well advised and consistently applying best practices and approaches to performance management is critical to long term success.
Why you should Attend:
- "Terminations expose the employer to significant risk of wrongful discharge; good preparation is your best defense."
- "Most employers are either too eager to fire or to slow to terminate Our goal is to get it right."
- "Terminations may be a business decision but it never seems that way to the employee being terminated.
In spite of good hiring and inspired leadership, all supervisors ultimately must deal with someone with Toxic Attitude Syndrome. Whether it's crummy attitude, attendance, or just unable to do good work; employee performance issues often consume large amounts of time, energy, and emotion.
In fact, 57% of employees have witnessed abusive or intimidating behavior and probably 100% work with someone who isn't pulling their weight.
Areas Covered in the Session:
Who Will Benefit:
- How to start off on the right foot by creating clear expectations
- How poor performance effects organizational performance and work environments
- How progressive discipline policies can hurt you
- Why probationary periods may be a bad idea
- What is employment-at-will and when can you use it?
- The key concepts in just cause
- Steps for conducting disciplinary investigations
- How to hold employees accountable for sustained change
- A simple system for determining how to coach employees
- Dealing with difficult people
- 11 barriers supervisors face in managing behavior
- Methods for objectively documenting Toxic Attitude Syndrome
- How to prepare for termination
- How to prepare for and conduct a disciplinary meeting
- Performance Improvement Plans - receive a sample form
- Setting SMART goals for employee performance
- How to use last chance warnings
- Managers and supervisors who have responsibility for corrective action
- Human resources professionals
- People who aspire to leadership and supervisory positions
Bob Verchota is owner and senior consultant for RPVerchota & Associates, a consulting firm providing services to clients who seek to align their business and employees, creating successful outcomes and excellent work environments. After 30+ years in Human Resources senior leadership roles and teaching both undergraduate and graduate courses in Leadership and Organizational Development, Bob transitioned to using his experience and skills in consulting.
Mr. Verchota provides solutions to companies for a wide variety of HR issues including training and development, compensation, compliance, policy development, performance management, employee relations and managing change from mergers and acquisitions to project specific disruptions of the status quo.
Bob has an undergraduate degree in Business Administration, graduate degree in Healthcare Administration, and doctoral work (ABD) in Organizational Development. He is a lifetime Senior Professional in Human Resources.