Handling and Documenting Non-Performing Employees
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Speaker : AMY J KEELY
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When : Friday, May 17, 2024
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Time : 01 : 00 PM EST
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Amy J. Keely is an award-winning supply-chain marketer with over twenty years of business experience working for small businesses as well as billion-dollar corporations - in a variety of industries – primarily within the disciplines of marketing and operations.
Amy’s specialty areas include global business management, small business, and business operational efficiencies. She holds a Bachelor of Arts in English from the University of Michigan with an influence in psychology and communication and attended Cambridge University in the UK for International Studies. She also holds a Master’s in Business Administration (MBA), a Master of Education (M.Ed.); and a Ph.D. ABD in Philosophy, Aesthetics, and Art Theory.
Her successful marketing campaigns have resulted in earning the highly prestigious industry awards of the American Marketing Association Award and Silver Microphone Award. Amy has traveled extensively throughout the U.S. and globally to countries in Europe and India. It has helped her have a deeper understanding of various cultures in global business.
She has taught classes at both business colleges and art schools in the following disciplines: Management, Business/Business Law, Marketing (Advertising/Digital Media, Public Relations, Sales, Customer Service), Human Resources, English, Communications, Photography, and Fashion Merchandising (Consumer Behavior, Visual Merchandising, Import/Export Taxation, Inventory & Stock Control, Forecasting, etc.).
In addition to published case studies written for the workforce management industry, she is a published author from one of her Ph.D. papers titled The Evaluation or Valuation of Art: An Artist’s Dilemma. Her peer reviewed paper was published in the International Journal of Art and Art History.
Amy’s career and educational choices are unique as an academic and business executive providing her with the lens of an inter-disciplinarian. While separate and distinct interests, she has found connections that are uncommon but support her passion for business supply chain marketing, philosophy, and helping others. She is a health advocate supporting mental health patients including her mother who was the first female engineer but passed away from Alzheimer’s with Sundowners. Her current doctorial work in fashion philosophy also supports her marketing background as both are tied to knowledge, the idea, and the role of ‘beings in the world’. Further the Socratic method, found within the legal system, is foundational for learning how to pose the question and a tenant to learning and retention.
This webinar has been approved for 1.00 HR (General) recertification credit hours toward aPHR™, aPHRi™, PHR®, PHRca®, SPHR®, GPHR®, PHRi™, and SPHRi™ recertification through HR Certification Institute® (HRCI®). Please make note of the activity ID number on your recertification application form. For more information about certification or recertification, please visit the HR Certification Institute website at www.hrci.org
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If you have heard the term ‘building a case’ against an employee, this is what companies need to do to protect themselves if terminating an employee is being considered. However, the real goal is to ensure that an employee understands that their actions are unacceptable so they can make corrections.
Employees who exhibit negative behavioral characteristics can impact a company’s productivity and profitability. The ramifications of their impact can include poor co-workers’ morale and/or poor quality of the employee’s work product. Therefore, when you have identified a non-performing employee, you must begin to consider risk management options to protect your company should grievances or legal actions occur in the future.
The proper documentation is both written retained records and video of employment events. These records are made up of legally mandated elements, documents required by company policy and practice, suggested documents by the best human resources practices, and formal and informal record keeping about employment events.
This course is designed to educate you about what how processes are required, how to monitor Performance Improvement Plans (PIP) as part of the process, the timetable for actionable items, necessary personnel to be involved and other key elements.
Areas Covered
- What happens when you decide to avoid dealing with a nonperforming employee?
- Why is it necessary to document an unacceptable behavioral of a nonperforming employee?
- When is it the correct time to address the nonperforming employee performance issues?
- How to prepare documents for discussion with a nonperforming employee.
- What is required when documenting the history of a nonperforming employee?
- What actions are needed if a nonperforming employee has improved or has not improved their behavioral?
- How to keep your conversation focus on the current matter when discussing a nonperforming employee behavioral?
- Why is it critical to use the employee’s handbook when dealing with a nonperforming employee matter?
- What is needed to protect the company from being in a lawsuit concerning a termination or an unfavorable dismissal of a nonperforming employee?
- How to avoid claims of discrimination or harassment when addressing a nonperforming employee?
Course Level - Basic/Fundamental, Intermediate
Who Should Attend
- Employee Management
- Performance Management
- Small Business Owners
- Leaders
- Managers
- Team Leaders
- Department Heads
- Supervisors and others in Leadership Role
- Human Resource Professionals
Why Should You Attend
There is a great deal of time and expense that goes into hiring an employee. Good employees are very hard to find. Retaining them is even harder. This is especially true in current times. After going through the hiring process, there is also the expense of training the employee and trying to make sure they are a good fit with the team they will be working with.
Unfortunately, all companies experience employees who once they have been hired, either fail to continue putting their best foot forward, or perhaps suffer life circumstances that alter their job performance. This results in what is commonly referred to as a non-performing employee.
Non-performing employees can drag down any organization. Your company must have a strategized approach to addressing non-performers. Failing to create and carry out such an approach can have a ripple effect throughout your organization.
Retaining non-performing employees can ruin company morale, add to the workload of the rest of your team, and cause missed (and sometimes costly) deadlines.
A lack of consequences to the non-performing employee undermines the people in your company placed roles of authority which creates chaos and a lack of team cohesion.
Terminating an employee at the wrong time, in the wrong way, or for the wrong reasons can land you and your company in court. This could wreck your bottom line through the cost of lawyers, legal settlements, and punitive damages.
This webinar outlines necessary steps you need to take to properly to address the situation while pointing out some of the common potential legal pitfalls and provides you with tips on how to avoid them.
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$160.00
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