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When performance starts to sour

7/5/17       
Mark B Member

Do you sit the whole lot down and outline the overall problems (especially if they overlap multiple employees) or do you call each into the office one by one and get it out in the open? If you call them in one by one do you then have a company sit down after? Or do you perhaps outline the problems in a company wide sit down and state in that exchange that you will be calling individuals in (confidentially), to go over current issues?

We are in a situation where we (I) have some employees that I feel like have become over-empowered. Situations like looking for a place to quit or hit a stumbling block yet they endlessly espouse their desire for more hours. If your in the unfortunate place of a week long, arduous, hand sanding job. And you see the clock hits 3:30 (your normal quitting time) but the job isnt complete and you could work til' 5 that day but opt to call off because its a suck job.... and even worse try to say its because you had some question or some solution that couldnt be answered at the moment,...

Its one of those situations where I see myself as an employee being able to stay productively busy for weeks in the shop even if I hit a stumbling block, yet at the end of the day its nothing to grind the wheels to a hault because "sanding sucks".

So the question is, even though its undoubtedly focused more on a few than it is on the many, to you have an initial company meeting "THEN" call in the problem players, or do you have the meeting and make it clear your going to have individual conversations?

All of these individuals have been spoken to, albeit lightly, about these issues a couple times with no reaction in performance.

I know the answer from some is going to be 3 strikes, the formal warning, and then fire them. I also know this will be seen as an excuse but we are in an area where to say access to labor is virtually non existent is a gross, gross, misunderstatement.

7/6/17       #2: When performance starts to sour ...
Kilgore Trout Member

Call them in one at a time, describe the problem, and ask each of them how to fix it.

They are the ones dealing with the issues in unproductive ways, so it would stand to reason that they should be able to come up with solutions. Use notes you can state the situation clearly and concisely, and say the exact same thing to each person. No "he said, she said". Then shut up and listen, take notes.

Also, it is good to have objective goals in the shop, like x amount of sanding by week's end. It helps too have concrete visible landmarks - truck is loaded, no more sanding, all the parts are assembled, etc. Make it realistic - use the one on ones to help establish such criteria. Then when the goal is achieved in time, buy pizza, show some appreciation for the teamwork.

If there are any that did not contribute to the team, do not single them out, but include them. Peer pressure and human nature will help them fit in the next time and go with the shop culture established as goal oriented.

7/6/17       #3: When performance starts to sour ...
cabinetmaker

Watch Bar Rescue for some tips John Taffer lays it all out as the owner and manager

7/7/17       #4: When performance starts to sour ...
Pat Gilbert

You need some objective gauges. A person would not drive a car without a speedometer, gas gauge, engine temperature gauge, etc.

Yet there are as many moving parts in a business.

7/8/17       #5: When performance starts to sour ...
cabmaker

This pretty much sums it up

synopsis

7/8/17       #6: When performance starts to sour ...
rich c.

Do you make money on these employees? Are they effecting other employees with a negative attitude? Have you done anything to raise spirits in the shop, like a barbecue on a Friday? Personally I don't get the sanding analogy. You want them to stay over their shift to finish a job that could be knocked out in a couple hours the next morning? I don't see a problem there. I've quite often see problems in the shop are connected to problems at home. A short visit with them without spelling out everything you see wrong with them might be the best start. If you just want to get rid of them, just bring them in and tell them all the things they are doing wrong.

7/8/17       #7: When performance starts to sour ...
Pat Gilbert

I implied it with the gauges but the reason for gauges is that you can then give targets.

Usually there is a foreman who schedules/targets the work.


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