101 Tough Conversations to Have with Employees A Manager’s Guide to Addressing Performance, Conduct, and Discipline Challenges Paul Falcone MMI MMI Special discounts on bulk quantities of AMACOM books are available to corporations, professional associations, and other organizations For details, contact Special Sales Department, AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019 Tel: 212-903-8316 Fax: 212-903-8083 E-mail: specialsls@amanet.org Website: www.amacombooks.org/go/specialsales To view all AMACOM titles go to: www.amacombooks.org This publication is designed to provide accurate and authoritative information in regard to the subject matter covered It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service If legal advice or other expert assistance is required, the services of a competent professional person should be sought Library of Congress Cataloging-in-Publication Data Falcone, Paul 101 tough conversations to have with employees: a manager’s guide to addressing performance, conduct, and discipline challenges / Paul Falcone p cm Includes index ISBN-13: 978-0-8144-1348-7 (pbk.) ISBN-10: 0-8144-1348-X (pbk.) Problem employees Labor discipline Employees—Rating of Performance standards Personnel management I Title II Title: One hundred and one conversations to have with employees HF5549.5.E42F35 2009 658.3′045—dc22 2008053873 © 2009 Paul Falcone All rights reserved Printed in the United States of America MMI MMI This publication may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019 Printing number 10 MMI MMI To my mother, Dorothy For teaching me to listen openly, judge fairly, and always look for the best in others … MMI MMI Contents Preface Acknowledgments Introduction: The Rules of Engagement PART I: Uncomfortable Workplace Situations Common Managerial and Supervisory Discussions Scenario 1: Mediating Disputes Among Subordinates Scenario 2: Appropriate Responses to Requests to Speak “Off the Record” Scenario 3: Promoting a Neophyte into a First-Time Supervisory Role Scenario 4: New Supervisor Syndrome Scenario 5: Inheriting an Employee with Disciplinary Problems Scenario 6: Stopping Attitude Problems in Their Tracks Scenario 7: Advice Before a Holiday Party or an Offsite Event Individual Appearance and Uncomfortable Workplace Dilemmas Scenario 8: Bad Hair Days Scenario 9: Inappropriate Dress Scenario 10: Body Piercing and Body Art Scenario 11: Tattoos Scenario 12: Halitosis (Bad Breath) Scenario 13: Body Odor from Lack of Cleanliness Scenario 14: Body Odor from Suspected Medical Reason Cultural and Religious Differences Scenario 15: Inappropriate Display of Religious Icons MMI MMI Scenario 16: Supervisor Proselytizes to Subordinates Scenario 17: Offensive Food Preparation and Spicy Smells Scenario 18: Euphemisms like “Honey,” “Sweetie,” and “Doll” Scenario 19: Speaking Foreign Languages in the Workplace Scenario 20: Inappropriate Display of Sexually Explicit Material Scenario 21: Lack of Understanding of Multicultural Differences PART II: Poor Work Habits and Job Performance Concerns Performance Transgressions Scenario 22: Lack of Quality, Detail, or Efficiency Scenario 23: Lack of Quantity or Speed Scenario 24: Substandard Customer Satisfaction Scenario 25: Lack of Sales Production Scenario 26: Failure to Learn New Material During Training Scenario 27: Acts Resulting in a Loss to the Employer Scenario 28: Failure to Follow Through, or “Dropping the Ball” Policy and Procedure Violations Scenario 29: Failure to Adhere to Safety Rules Scenario 30: Excessive Personal Telephone Calls Scenario 31: Excessive Time Spent on the Internet Scenario 32: Unauthorized Use of Company Equipment and Facilities Scenario 33: Working Unauthorized Overtime Scenario 34: Off-Duty Conduct and Moonlighting Excessive Absenteeism and Tardiness Scenario 35: Excessive Unscheduled Absence: “No Fault” System Scenario 36: Excessive Unscheduled Absence: “Excuse-Based” System MMI MMI Scenario 37: Patterning Excessive, Unscheduled Absence Around Weekends Scenario 38: Rolling Calendar Year Maneuvers Scenario 39: Excessive Tardiness Scenario 40: Exempt Employees Who Choose to Come and Go as They Please Lack of Requisite Skills Scenario 41: Inferior Job Knowledge Scenario 42: Lack of Technical Skills Scenario 43: Inadequate Problem-Solving Skills Scenario 44: Substandard Written Expression Scenario 45: Poor Time Management Scenario 46: Lack of Organization and Neatness PART III: Inappropriate Workplace Behavior and Conduct Sexually Offensive Behavior Scenario 47: Foul Language in the Workplace Scenario 48: E-Mail Misuse Scenario 49: Finding Pornography on an Employee’s Computer Scenario 50: Bullying Scenario 51: Discriminatory Comments or Racial Epithets Scenario 52: Leering Scenario 53: Sexual Harassment Findings (Reverse Harassment) Substandard Communication Skills Scenario 54: Tattletales, Gossipmongers, and Snitches Scenario 55: Whiners and Complainers Scenario 56: Requests for Confidential Conversations from Other MMI MMI Supervisors’ Subordinates Scenario 57: Poor Listening Skills Scenario 58: Failure to Communicate Upward Scenario 59: Establishing Effective Staff Meetings 10 Personal Style Issues Scenario 60: Suspected Alcoholism or Substance Abuse Scenario 61: Inability to Accept Constructive Criticism Scenario 62: Lack of Sensitivity and Protocol (E-Mail Censuring) Scenario 63: Badgering and Challenging One’s Supervisor Scenario 64: Lack of Teamwork and Relationship-Building Skills Scenario 65: Laziness and Lack of Commitment Scenario 66: Blamers and Excuse Makers Scenario 67: Coworker Jealousy and Employees Who Can’t Let Go of Their Anger Scenario 68: Supremacists—Arrogance and Superior Attitudes 11 Leadership Style Challenges and Career Management Obstacles Scenario 69: Stalled Career Syndrome Scenario 70: Unwillingness to Confront Problems Head-On Scenario 71: Staff Motivation Conversations Scenario 72: Protecting Your Company from Legal Liability (Documentation) Scenario 73: Inability to Provide Constructive Criticism Scenario 74: Handling Group Complaints Wisely Scenario 75: Lack of Diversity Awareness Scenario 76: Lack of Leadership PART IV: Corporate Actions MMI MMI the campus without my specific approval I know this is a lot of information, but I want to make sure that you’ve got it all Is everything clear so far? [Yes.] There’s one more thing: I can’t know if that threat was real or a passing joke, but John, please don’t that at any other company where you work in the future I’m afraid they’ll have no choice but to interpret it the way we’re doing so today, and obviously I wouldn’t want you to have to go through this again Know how much we appreciate all your hard work over the past year and a half And I’m sorry for this outcome But again, I hope you could understand why this is a reasonable response on our part under the circumstances Special Note Whenever you find yourself in a situation where your corporate attorney recommends terminating an employee while out on investigatory leave, be sure to take notes outlining your counsel’s advice If possible, have your attorney email you her recommendation so that you’ve got a written record before you take any action That’s important for two reasons: First, many employers who become “spooked” by employees making veiled threats of violence jump the gun too quickly and terminate without completing a thorough investigation Second, you’ll want your written record to demonstrate that you (1) investigated the situation thoroughly and objectively and reached a reasonable conclusion in a timely manner and (2) relied on qualified counsel before initiating any action As such, your written record will help avoid or significantly minimize any potential claims for wrongful termination or mental disability discrimination that could be raised under the Americans with Disabilities Act What courts and juries look for is that the company acted reasonably and responsibly, and you’ll clearly have met that standard by placing the individual on investigatory leave and then documenting your findings and legal conclusion before taking action In fact, you might want to keep a timeline in your notes of when the complaint was made, when the investigation took place, when the attorney was contacted, and when the employee was informed of the decision to terminate Take notes of the employee’s response over the phone as well Such a written record could serve as irrefutable evidence of your proper handling of this situation More important, you’ll demonstrate your care and concern for providing a safe workplace for your employees Remember this: In the world of employment litigation, you can be sued by both sides The terminated employee can sue you for wrongful termination and disability discrimination And (heaven forbid) your employees or their survivors could sue you if that employee ever acted on any of those threats and injured or killed anyone The question you have to answer for yourself is, which lawsuit would you MMI MMI rather fight: The one from the threatening employee for wrongful termination, or the one from your employees who put you on notice that they were concerned for their safety in light of a coworker’s threats but were injured nevertheless because you failed to act on their complaints? Sometimes the world of people management becomes difficult to navigate However, you’ll more than likely find that defending yourself from one employee who’s threatening a wrongful termination lawsuit is much easier to justify than a potential lawsuit based on workplace violence from your injured workers Scenario 101: Verbally Accepting an Employee’s Resignation If you’re thinking, “This is an interesting conversation with which to end the book,” then you’re not alone All of our other scenarios are concrete examples of challenging workplace situations that need to be verbally addressed to set the employee on a different course of action Once they resign, though, then they’re done, right? I mean, you don’t have to literally anything once you’ve gotten a verbal resignation, or you? Interestingly enough, this exact issue trips up many unsuspecting employers When a problematic employee resigns, don’t start doing the jig in the hallway just yet You’re not quite as “done” with him as you may think First of all, ask for the resignation in writing That helps people come to terms with the fact that they’re really leaving More important, it will help you fight an unemployment claim should the ex-worker file and tell the nice folks at the unemployment office that he was laid off Second, what if the employee rescinds his resignation within the two-week notice period? Do you still have the right to say, “Sorry—you’re out!” or you have to give him his job back? The short answer to this quagmire scenario is that it depends: You would think that you have every right to rely on the individual’s notice of resignation and end his employment on an agreed-upon date The key legal question, however, becomes “How did you, the employer, act in reliance upon that notice?” If you did nothing—neither post the job nor begin interviewing candidates nor extend an offer to someone to replace this person—then your refusal to give the employee his job back could subject you to a wrongful termination charge The Solution The lesson here is that whenever a problematic employee gives you two weeks’ notice, take immediate action to fill the position being vacated by posting it internally, running an advertisement, and reassigning work to other staff members Think of it this way: If you nothing, you could lose a lawsuit saying you had no right to prevent that individual from rescinding his resignation On the other end of the spectrum, you could hire someone (or come as close as MMI MMI possible to it) in that two-week interval, and that would be the most foolproof way of avoiding any potential liability Here’s what your conversation might sound like: David, I understand you’re resigning, and I accept your two-week notice I’m glad that you’re excited about the new opportunity that’s awaiting you, so congratulations We normally ask for resignations in writing: Would you be able to prepare a resignation letter for me? [No I don’t like putting things like that in writing.] Oh, that’s interesting Well, okay I’ll have to draft a short memo to you then saying that I accept your resignation, effective May 10, and that I wish you continued success in your career Does that sound reasonable? [I guess.] Also, I’d like your help with something We’ll need to post the opening internally and advertise for it as well, and I’d like your help in updating your job description and helping me draft an advertisement No one knows your position better than you do, and I’d like to discuss your suggestions tomorrow [Sure, I can work on that.] If it’s a particularly contentious relationship, then you may not want to ask the individual to involve himself in this process However, under less extreme circumstances, asking the individual to the legwork to prepare the written materials to find his replacement saves you time and gives you both a chance to work together on this final project Finally, I’m planning on reassigning some of your existing workload to other members of the team I’m not sure how long it will take to find a replacement or when the position will be approved budget-wise, so I’d like your recommendations along those lines as well Can we discuss that tomorrow too? [Sure.] Okay, now I know what you’re thinking: If this hasn’t been an ideal hire, why am I being so nice to this individual once he’s given notice and, more important, involving him in finding his replacement? Well, there are a few practical reasons First, it’s always better to “play nice” at the finish line You have nothing to gain by being anything less than courteous, so the right thing and let the last impression for both sides be positive That allows David to walk out with his head held high, and when that’s the case, there is far less chance of lawsuits or defamation claims Second, allowing him to help in updating his job description, job posting, and workload reassignment makes him aware that you’re acting in reliance on his resignation That means if he conveniently changes his mind a week from now (when he’s only one week into his two-week resignation period), you could respectfully let him know that the position has already been posted, candidates are lined up to come in and interview, and his peers are already handling part of MMI MMI his work That should be enough to convince him that he can’t have his job back just because he’s changed his mind about leaving More important, it will protect you legally should he decide to pursue the matter with a plaintiff attorney It’s just a smart and practical strategy and insurance plan any time you’re dealing with someone who gives notice Special Note Of course, in many instances, you may choose to retain a well-performing employee who rescinds her resignation, but you have to be careful about setting an unwanted precedent: In the future, it could be argued that if you allowed one employee to rescind a resignation, then you’ll have to allow others to so as well Therefore, you shouldn’t develop an active practice of allowing such changes of heart at the eleventh hour MMI MMI Index absenteeism and tardiness issue(s), 98–114 erratic hours of exempt employees as, 112–114 excessive tardiness as, 110–112 in excuse-based systems, 105–107 in “no fault” systems, 103–105 rolling calendar year maneuvers as, 108–109 unscheduled absences around weekends as, 107–108 written policy and procedures for, 99–102 ACLU (American Civil Liberties Union), 55 ADA, see Americans with Disabilities Act adult learning theory, 232 alcoholism, suspected, 174–179 American Civil Liberties Union (ACLU), 55 Americans with Disabilities Act (ADA), 39, 40, 178–179, 242, 289 anger not letting go of, 193–194 using guilt instead of, 1, 183, 234 arrogance, 194–196 attitude problems, 23–24 at-will employees, terminating, 226–229 bad breath, 36–37 badgering, 183–186 bad hair days, 29–32 blaming, 191–192 body art, 33–34 body odor, 37–41 body piercing, 33–34 break periods, working during, 87 bullying, 144–147 bumping privileges (unions), 250–253 CCH (Commerce Clearing House), 98 challenging one’s supervisor, 183–186 cleanliness, lack of, 37–39 Commerce Clearing House (CCH), 98 commitment, lack of, 188–190 MMI MMI communication during dispute mediation, 11–12 lack of skill in, see substandard communication skills and “off the record” requests, 13–15 rules of, see rule(s) of communication in staff meetings, 171–173 with survivors after layoffs, 258–261 upward, 169–171 company equipment/facilities, unauthorized use of, 89–91 company records, falsification of, 274–276 complainers, 161–163 complaints, group, 212–215 confidentiality, 13–15, 163–166 confrontation, avoiding, 201–204 therapeutic nature of, 240 constructive criticism inability to accept, 179–181 inability to provide, 210–212 constructive discharge, 238 conversations about under-the-radar traits, 201 for staff motivation, 204–207 coworker jealousy, 193–194 cultural and religious issue(s), 42–60 euphemisms as, 50–53 food preparation/spicy smells as, 49–50 foreign languages in the workplace as, 53–55 proselytizing to subordinates as, 47–49 religious icons as, 43–47 sexually explicit material as, 55–58 and understanding of multicultural differences, 58–60 customer satisfaction, substandard, 69–71 day of contemplation, 232 decision-making leaves, 232 administering, 231–235 for performance transgressions, 63 for personal appearance issues, 31 department closures, layoffs from, 254–256 MMI MMI detail, lack of, 64–66 disciplinary problems conduct-related, see summary offense(s) inheriting employees with, 20–23 performance-related, see performance transgression(s) disciplinary warnings, 64 convincing employees to leave voluntarily without, 237–240 as intentional corporate actions, 229–231 negotiating separation packages without, 240–243 discrimination under ADA, 40–41 based on language, 53–55 based on religious beliefs, 43 internal investigation of, 135 discriminatory comments, 147–149 dispute mediation, 9–13 diversity, awareness of, 216–218 documentation of communications, 166 of investigatory leaves, 294–295 as legal protection, 207–210 of policies and procedures, 81 dress, inappropriate, 32–33 drug use, suspected, 174–179 EAPs, see Employee Assistance Programs efficiency, lack of, 64–66 e-mail, 139–142, 181–184 Employee Assistance Programs (EAPs), 39, 165, 177, 288–290 employees in crisis due to homicidal concerns, 290–292 due to isolation, 286–288 due to suicidal concerns, 288–290 employee theft, 263–265 entitlement mentality, 187 equipment, unauthorized use of, 89–91 euphemisms, 50–53 “excuse-based” attendance control systems, 105–107 excuse makers, 191–192 exempt employees, 112–114 MMI MMI facilities, unauthorized use of, 89–91 Fair Labor Standards Act (FLSA), 112 falsification of company records, 274–276 Family Medical Leave Act (FMLA), 102, 103 females euphemisms used toward, 50–53 and violence in the workplace, 269–270 first-time supervisors, 15–18 FLSA (Fair Labor Standards Act), 112 FMLA, see Family Medical Leave Act food preparation, offensive smells from, 49–50 foreign languages in workplace, 53–55 foul language, 136–139 Golden Rule of Workplace Leadership, gossipmongers, 159–161 group complaints, handling, 212–215 group layoffs, 260–261 guilt, replacing anger with, 1, 183, 234 hair, problems with, 29–32 halitosis, 36–37 harassment internal investigation of, 135 religious, 43–49 reverse, 152–155 sexual, see sexually offensive behavior highbrows, 194 hiring, 184 holiday parties, advice before, 24–27 homicidal employees, 290–292 honesty, 2–4 hostile work environment, 135 illiteracy, 123 “I’m sorry,” inheriting problem employees, 20–23 insubordination, 276–279 intentional corporate action(s), 225–243 convincing employees to leave voluntarily as, 237–240 decision-making leaves as, 231–235 MMI MMI disciplinary warnings as, 229–231 negotiating separation packages as, 240–243 probationary terminations as, 226–229 terminations for cause as, 235–237 Internet excessive time spent on, 86–89 selling proprietary products on, 265–268 investigatory leave, 292–295 isolated employees, 286–288 jealousy among coworkers, 193–194 job knowledge, deficiency in, 116–118 last-in, first-out (LIFO) layoffs, 245–247 lawsuits, 3, layoffs, 244–261 for department closures, 254–256 follow-up discussions with survivors after, 258–261 group, 260–261 for lack of qualifications, 247–250 by LIFO, 245–247 for plant closures, 256–258 for union bumping privileges, 250–253 laziness, 188–190 leadership, lack of, 218–222 learning new material, failure at, 73–76 leaves decision-making, 31, 63, 231–235 investigatory, 292–295 welcoming employees returning from, 281–285 leering, 149–152 legal liability protecting company from, 207–210 with terminations, 225 LIFO (last-in, first-out) layoffs, 245–247 listening, 166–168 loners, 186 loss to employer, acts resulting in, 76–77 lunch periods, working during, 87 males MMI MMI euphemisms used by, 50–53 and violence in the workplace, 269 Management by Walking Around (MBWA), 258 managerial style challenge(s), 197–222 confronting problems head-on as, 201–204 diversity awareness as, 216–218 documentation as, 207–210 group complaints as, 212–215 leadership as, 218–222 in providing constructive criticism, 210–212 staff motivation as, 204–207 stalled career syndrome as, 198–201 MBWA (Management by Walking Around), 258 mediating disputes among subordinates, 9–13 medical conditions, body odor from, 39–41 mental stress, 242 moonlighting, 94–97 motivation, 204–207 multicultural differences in appropriateness of sexual material, 56–58 in food preparation, 49–50 lack of understanding of, 58–60 in languages spoken in the workplace, 53–55 name-calling, 147, 148 neatness, lack of, 128–131 negativists, 161 new supervisor syndrome, 18–20 “no fault” attendance control systems, 103–105 no fault corporate actions, see layoffs nonexempt workers, 91–92, 112 off-duty conduct, 94–97 offsite events, advice before, 24–27 “off the record” requests, 13–15 organization, lack of, 128–131 overhiring, 184 overtime, unauthorized, 91–94 Patton, George S., 202 perception MMI MMI of inappropriateness, 56–57 of leering, 150 as rule of communication, 4–6 perception management, 136, 219 performance reviews, grade inflation in, 4–6 performance transgression(s), 63–80 acts causing loss to employer as, 76–77 failure to follow through as, 78–80 failure to learn from training as, 73–76 lack of quality/detail/efficiency as, 64–66 lack of quantity or speed as, 66–69 lack of sales production as, 71–73 substandard customer satisfaction as, 69–71 see also skill deficiency(-ies) personal care/appearance issue(s), 28–41 bad hair days as, 29–32 body odor as, 37–41 body piercing/body art as, 33–34 halitosis as, 36–37 inappropriate dress as, 32–33 tattoos as, 34–35 personal style issue(s), 174–196 acceptance of constructive criticism as, 179–181 alcoholism or substance abuse as, 174–179 badgering/challenging one’s supervisor as, 183–186 blaming and excuse making as, 191–192 coworker jealousy/anger as, 193–194 lack of sensitivity and protocol as, 181–184 lack of teamwork/relationship-building skills as, 186–188 laziness and lack of commitment as, 188–190 supremacist/arrogant/superior attitudes as, 194–196 personal telephone calls, excessive, 84–86 piercings, 33–34 plant closures, layoffs for, 256–258 policy and procedure violation(s), 81–97 nonadherence to safety rules as, 82–84 off-duty conduct/moonlighting as, 94–97 personal telephone calls as, 84–86 time spent on the Internet as, 86–89 unauthorized overtime as, 91–94 MMI MMI unauthorized use of equipment/facilities as, 89–91 pornography, 142–144 precedents, setting, 82 preemptive strikes, 164 pride, 194 probationary terminations, 226–229 probation periods, 226–227 problem-solving skills, deficiency in, 121–122 proprietary products, selling, 265–268 proselytizing to subordinates, 43, 47–49 protocol, lack of, 181–184 psychic income, 181 qualifications, layoff for lack of, 247–250 quality, lack of, 64–66 quantity, lack of, 66–69 quid pro quo sexual harassment, 135, 272 racial epithets, 147–149 records, falsification of, 274–276 relationship-building skills, lack of, 186–188 religious issues, see cultural and religious issue(s) resignations, verbal, 295–297 responsibility for actions, retaliation, 154, 157 revenge, lawsuits based on, reverse harassment, 152–155 rolling calendar year maneuvers, 108–109 rule(s) of communication, 1–6 honesty as, 2–4 it’s not what you say but how you say it as, perception as, 4–6 using guilt instead of anger as, whatever you want for yourself, give to another as, 1–2 safety rules, failure to adhere to, 82–84 sales production, lack of, 71–73 self-importance, 194 selling proprietary products on Internet, 265–268 sensitivity, lack of, 181–184 separation packages, negotiating, 240–243 MMI MMI sexual harassment and reverse harassment, 152–155 as summary offense, 271–274 sexually explicit material, 55–58 sexually offensive behavior, 135–155 bullying as, 144–147 discriminatory comments/racial epithets as, 147–149 e-mail misuse as, 139–142 foul language as, 136–139 leering as, 149–152 pornography on employee’s computer as, 142–144 and sexual harassment findings, 152–155 types of, 135–136 skill deficiency(-ies), 115–131 in job knowledge, 116–118 in organization and neatness, 128–131 in problem solving, 121–122 in technical skills, 118–120 in time management, 125–128 in written expression, 123–125 see also substandard communication skills smells, offensive, 49–50 snitches, 160–161 snobs, 194 speed, lack of, 66–69 staff meetings, effectiveness of, 171–173 stalled career syndrome, 198–201 stress leaves, welcoming employees back after, 281–285 strict liability, 152 substance abuse, suspected, 174–179 substandard communication skills, 156–173 and confidential conversations with other supervisors’ subordinates, 163–166 in establishing effective staff meetings, 171–173 and failure to communicate upward, 169–171 in listening, 166–168 of tattletales, gossipmongers, and snitches, 158–161 of whiners and complainers, 161–163 suicidal employees, 288–290 MMI MMI summary offense(s), 262–279 employee theft as, 263–265 falsification of company records as, 274–276 insubordination as, 276–279 selling proprietary products on Internet as, 265–268 sexual harassment as, 271–274 threats of violence as, 269–271 time card fraud as, 268–269 superior attitudes, 194–196 supervisors challenging, 183–186 neophyte, 15–18 and “new supervisor syndrome,” 18–20 who proselytize to subordinates, 43, 47–49 supremacists, 194–196 suspensions, unpaid, 63 tardiness, see absenteeism and tardiness issue(s) tattletales, 158–161 tattoos, 34–35 teamwork, lack of, 186–188 technical skills, deficiency in, 118–120 telephone calls, personal, 84–86 terminating employees for cause, 226, 235–237 by convincing them to leave voluntarily, 237–240 disciplinary warnings prior to, 229–231 for foul language, 137 for illiteracy, 123, 125 preferable times/days for, 290 during probationary period, 226–229 for summary offenses, 262–263 who are on investigatory leave, 292–295 who work at-will, 226–229 “thank you,” theft, employee, 263–265 threats of violence, 269–271, 292 time card fraud, 268–269 time management, deficiency of, 125–128 training, failure to learn during, 73–76 MMI MMI unauthorized overtime, 91–94 union environments bumping privileges in, 250–253 enforcing policies in, 108 terminations in, 226 unpaid suspensions, 63 unscheduled absences in excuse-based systems, 105–107 in “no fault” systems, 103–105 patterned around weekends, 107–108 verbal interventions/counseling/warnings, 64 verbal resignations, 295–297 vicarious liability, 152 victim syndrome, 187 violence and homicidal employees, 290–292 and suicidal employees, 288–290 threats of, 269–271 WARN, see Worker Adjustment and Retraining Act warnings, see disciplinary warnings weekends, unscheduled absences around, 107–108 welcoming back employees after stress leaves, 281–285 whiners, 161–163 Worker Adjustment and Retraining Act (WARN), 256–257 written expression, deficiency in, 123–125 MMI ... Cataloging-in-Publication Data Falcone, Paul 101 tough conversations to have with employees: a manager’s guide to addressing performance, conduct, and discipline challenges / Paul Falcone p cm Includes... 101 Tough Conversations to Have with Employees A Manager’s Guide to Addressing Performance, Conduct, and Discipline Challenges Paul Falcone MMI MMI Special discounts... dialog MMI MMI with your employees All in all, expect 101 Tough Conversations to address the most difficult conversations that exist in the workplace, along with tips and guidance on how to handle