101 Tough Conversations to Have with Employees: A Manager's Guide to Addressing Performance, Conduct, and Discipline Challenges (Anglais) Broché – 1 avril 2009
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Descriptions du produit
Présentation de l'éditeur
This practical, solution-oriented book walks readers through some of the most common as well as the most serious employee problems they are likely to encounter. Covering everything from substandard performance reviews to personal hygiene to termination meetings, this handy guide helps managers treat their people with dignity, focusing not just on what to say but how to say it. This helpful book provides proven techniques managers can use to protect themselves and their organizations...and get the very best from their people.
Quatrième de couverture
Inappropriate attire, lateness, sexually offensive behavior, productivity and communication issues . . . these are just a few of the uncomfortable topics you may have to discuss with your employees. 101 Tough Conversations to Have with Employees provides you with proven guidance and realistic sample dialogues you can use to facilitate clear, direct interactions with your people, helping to sidestep potential awkwardness and meet issues head on.
This solution oriented book walks you through some of the most common—as well as the most serious—employee problems you’re ever likely to encounter. Covering everything from substandard performance reviews to personal hygiene to termination meetings, this handy guide helps you treat your people with dignity, focusing not just on what to say but also on how to say it. This helpful guide provides down to earth techniques you can use to protect yourself and your organization—and get the very best from your people.
Praise for Paul Falcone’s Previous Books:
101 Sample Write-Ups for Documenting Employee Performance Problems:
“When you feel the need to document an employee’s actions (or inactions), turn to this great tool.”— Legal Management
96 Great Interview Questions to Ask Before You Hire:
“Takes the guesswork out of the interview process.” — Benefits and Compensation Solutions
The Hiring and Firing Question and Answer Book:
“If the art and science of hiring and firing has become a puzzle, then author Paul Falcone has the answer.” — Houston Business Journal
Paul Falcone is Vice President of Employee Relations at Time Warner Cable in Los Angeles and was formerly Vice President of Human Resources at Nickelodeon. He is the author of 2600 Phrases for Effective Performance Reviews, 101 Sample Write-Ups for Documenting Employee Performance Problems, 96 Great Interview Questions to Ask Before You Hire, and The Hiring and Firing Question and Answer Book. He lives in Valencia, California.
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Commentaires client les plus utiles sur Amazon.com (beta)
The author describes what a manager should say to a newly promoted first-time supervisor. According to the author, the manager should critique the employee's attire and explain that she is now expected to dress like a professional. (Wouldn't it have been enough to explain the dress code for management personnel and skip the personal attack?) Next, the manager should criticizes the employee's choice of workplace friends and suggests she abandon her former friendships and make new "higher-level friends", although the manager claims he is not dictating who the employee's friends should be; he's just offering his kindly advice. Finally, the manager tells the employee that he needs her to be a leader, but makes sure she understands that she is not permitted to make any decisions without his prior approval. In effect, the author recommends breaking in a new first-time supervisor by using humiliation and micromanagement to preserve the corporate power structure.
When the author addresses employee absenteeism, his solution is to lecture the employee about how allotted sick days are not to be used as extra vacation days and that the employee shouldn't use a sick day on a Monday or Friday because it gives the appearance they are taking advantage of company policy just to get long weekends. So this is what good managers do? They harass employees about using the sick time the company gives them?
When insubordination is addressed, the author gives an example of a meeting with an outburst by a team member accusing the manager of being incompetent. He suggests the manager immediately stop the meeting and then, to get the employee's reason for the outburst, set up a closed three-way meeting between the manager, an HR rep. and the employee. (This is purportedly done in the interest of fairness with the HR rep. being a mediator, but is more likely seen by the employee as an inquisition.) The employee should then be sent home and informed by a phone call from HR that they have been fired for gross insubordination. What a wasted opportunity for feedback from the team. If this is an illogical person who is prone to conflict for no apparent reason, then this would come out in a team discussion of the issues. But more than likely, there are suppressed issues in this team and it's best to bring them to the surface in front of everyone. After all, perhaps you are an incompetent manager.
This book gives advice for maintaining the corporate status quo that has already caused so much damage to our society. To further improve your management skills and your company, I'd recommend reading The Great Game of Business or Open Book Management.