Helping Organizations Change!

Summer 2000

Problem Employees

Are a certain percentage of employees destined to be “problems” despite your best efforts to manage and lead? In the 1800’s, an Italian economist, Vilfredo Pareto determined that “80% of the wealth in the country was held by 20% of the people.” This so-called Pareto principle or 80/20 rule describes numerous natural phenomena. In quality improvement work, we are encouraged to focus on the 20% of the problems that are causing 80% of our trouble in a process or system.

Is this true of employees? Do 20% of your people give you 80% of your heartburn. This can be extremely frustrating, because it means people who are willing to respond to your leadership are often ignored, while the 20% get all your attention.

One tool I’ve used to address this problem is a process of elimination. For example, first rule out any personal problem that may be contributing to the poor work performance. If you have an Employee Assistance Program this is an ideal time to make a referral.

Next, use the U:U:U approach. Is the person Unable, Untrained or Unwilling? It’s rare that someone is Unable, but sometimes an employee is in a job that is beyond him. If that happens, we’re confronted with tough choices about getting him appropriately placed or terminating him. More often, someone is Untrained. One team I coached had a member who seemed Unable, but she actually just needed training.

The hard cases are the Unwilling ones. For whatever reason, when employees won’t step to the plate, they they consume our energy wearing us down. These people need a tightly structured disciplinary process that ensures they are offered every opportunity to respond, but if they don’t, all escapes are closed and they are terminated for non-performance.

Fortunately, the number of people who are truly Unwilling is fairly low. Given a sound assessment and the right chance to succeed, most people come around, and what seemed like 20% is probably less than 5%.

Four-Part Assertion Message

1. "When you..." (Identify specific behavior causing the difficulty.)

2. "I feel..." (State your feelings in response to this behavior.)

3. "Because..." (Describe the consequences upon you/your work area as a result of this behavior.)

4. "And I prefer you do..." (Describe specifically what you need.)

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Inside This Issue:

• Problem Employees
• Planning and Action Tips
• Purpose Statement

Magus Consulting