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Coach Up or Counsel Out – Managing Problem Employees, Including One or Two You May Have “Inherited”

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Category Employment relationship management; Psychological safety at work; Workplace safety awareness tips

Deadline: March 12, 2020 | Date: March 12, 2020

Venue/Country: Training Doyens 26468 E Walker Dr, Aurora, Colorad, U.S.A

Updated: 2020-02-14 16:00:29 (GMT+9)

Call For Papers - CFP


Are you struggling with a problem employee? You think you’ve tried everything and nothing is working? You can’t figure out how to reach the employee? Problem employees aren’t trying to be problem employees. Surprisingly, just as often, problem employees working under other circumstances or for other employers can be excellent, even brilliant employees.

However problem employees don’t operate in a vacuum. Their actions affect others too. They not only can create employment risk, additionally from an operational perspective, they take up a lot of time that might be better spent elsewhere, impact others negatively, can even suck the energy right out of an entire work group and affect not just their coworkers but your customers too.


So what do you do? How do you know what the problem is? People are complicated, life is messy and neither employees nor companies are perfect. However what on the surface appears to be the obvious problem is just as often not as it appears. So how do we determine what is the real problem? How to deal with difficult employees? Then what do we do to find a lasting solution that works for all parties? What should we all be expected to do in these situations; company, HR, supervisor, coworkers, and employee? When should you inquire further and investigate? Alternately when and how do we make the determination that joining together in an employment relationship was a mistake and it’s best to go our separate ways? How best do we handle termination?


• Problem employee or employee in a problem situation – how to tell the difference

• Twelve approaches to determine what REALLY the problem is. One of these methods WILL work

• How to manage an employee who's having a personal crisis and how to deal with untrustworthy employees

• The Supervisor’s Toolbox – How to use each tool effectively

o The two Superpowers in a Supervisor’s Toolbox. These Superpowers develop high performing employees while encouraging low performing employees to just move on.

• The one thing you must build without which no kind of problem can ever be solved

• Psychological safety – a critical component necessary only if you want the best out of people

• The two solutions to almost any problem and it’s not documentation

• What is covered under the Americans with Disabilities Act (ADA). How to know if this is a situation for which an employer is required to accommodate. Company obligations, and who does what – HR, supervisor, employee


• Twelve approaches to determine what REALLY the problem is. One of these methods WILL work.

• Three kinds of conduct for which there is no solution. How to not hire these people. Alternatively, how to get rid of toxic employees, risk free.

• Coaching up or counseling out

o Twelve rules for creating risk free documentation

o Before you terminate checklist for human resources


• Business Owners

• CEOs

• CFOs

• COOs

• VPs, Directors

• Managers, HR, Generalists, HR, Branch Managers Store Managers

• Supervisors, Project managers, Team leaders


Teri Morning, MBA, MS, SHRM-SCP, is President of Hindsight Human Resources, LLC. and specializes in solving company “people problems.” Teri also sources software solutions for compensation and performance management. Twenty+ years human resource and training experience in a variety of fields, including retail, distribution, architectural, engineering, consulting, manufacturing (union), public sector and both profit and non-profit companies.

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Keywords: Accepted papers list. Acceptance Rate. EI Compendex. Engineering Index. ISTP index. ISI index. Impact Factor.
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