Complainers and the Three D's Squad

I cannot remember where this one comes from... oh, well it's
in the side pocket for now !!

"The Dishonest, the Difficult, and the Duds: How to Eliminate
Common Personnel Problems Without Getting Sued"


They're not your stars and they're not the bottom of your barrel.
How much time do you invest (or waste) every day dealing with
these types of employees:

* Chronic complainers who spend more time whining - about their
co-workers, their work spaces, even the weather - than getting
their jobs done

* Prickly personalities who can't get along with their colleagues
(no matter who you pair them with) and stir up arguments and
gossip on a regular basis

* Less-than-candid workers whose little white lies are a source of
constant frustration

* Employees whose early promise has bottomed out into middling
performance that you can't seem to improve

Often, these are good employees who've gotten derailed somewhere
along the line, or employees who would be a joy if you could just
iron out that one irritating thing they do. But the bottom line is that
you and your frontline managers are spending far too much time
and frustration on them. In fact, you're probably sacrificing attention
you could be spending on building up your very best workers, and
you're fed up. But where to go from here?

Bring your supervisors along on May 13 for an important 90-minute
audio conference that will teach you how to deal with these common
yet maddening workplace issues. Our expert - an experienced
employment law attorney - will explain how to coach these workers
into more positive behaviors, and how to discipline them if they
continue causing problems. Plus, you'll discover how to minimize
the negative impact of these employees on the rest of your
workers - and learn how to recognize red flags in your applications
so you can avoid hiring problem employees in the first place.


YOU AND YOUR SUPERVISORS WILL LEARN:

* How to quickly recognize unacceptable behavior among your
workers - and nip problems in the bud before they cause headaches

* Why you must learn to distinguish between problem behaviors and
personality quirks in your workers - and how to do this effectively

* How to communicate your expectations, both during the hiring
process and on the job, so that your employees know what
behaviors you expect from them

* Which techniques work best in coaching employees to improve
their performances and leave bad behaviors behind

* What you can do to provide constructive feedback for difficult
employees (without spending all of your time on them)

* When (and how) you should document problem behaviors and
administer progressive discipline to fix the problems

* Why some workers feel they can get away with dishonesty on
the job - and why you must consider a "no-tolerance" policy for
lying at work

* How to know when it's time to confront a dud employee, and
how you can discipline or terminate that person without getting
into legal hot water