Post by Lauren Benatti on Feb 25, 2016 21:25:09 GMT
What assumptions are present in the scenario?
Employer assumptions: That Steve is eager to do the job, Steve is willing, able, and capable to do all aspects of the job, Steve is willing and able to adhere to the rules and policies of the company, Steve will have good performance on the job
Employee assumptions: Steve's personal issues (lack of childcare, brother being released from prison) are more important than adhering to his employer's rules, it is ok to misuse company property if it is for a "good reason," he does a good job when on site at the hotels, it does not matter if he is 10 or 15 minutes late to work
How would I respond:
As the employer, I would present all of the issues to Steve in very black and white terms. I would have been sure to provide Steve with a copy of all rules and policies and have him sign off on it during his first week of work. Then, using that document, I would show him how he violated these rules and policies regularly. I would explain how his actions reflect poorly on the company, and what the consequences are for his actions. When Steve brings up the personal reasons for his rule violations, I would offer him appropriate assistance as per company rules (for Fedcap, the EAP line) but I would be firm about how and why his behavior is unacceptable.
What would I do:
Assuming that the rules were explained to Steve, and assuming that Steve was previously made aware of his errors (it sounds like this has been ongoing, so I am hoping the issues were also addressed in real time) I would absolutely move forward with the firing process. It sounds like Steve is unwilling or unable to fix his errors, and believes that the company should work around him. I am also not likely to provide him accommodation, because it sounds like when Steve is on the job, he does not do a good job. The employer states that the hotels have complained that the carpets are not being cleaned correctly. Steve is possibly costing the company business and hurting its reputation.
What questions did I ask myself:
What is the ultimate goal of my interaction with Steve?
What is my role in the conversation?
How can I best represent the interests of my company?
Are Steve's issues of willingness or capacity?
Employer assumptions: That Steve is eager to do the job, Steve is willing, able, and capable to do all aspects of the job, Steve is willing and able to adhere to the rules and policies of the company, Steve will have good performance on the job
Employee assumptions: Steve's personal issues (lack of childcare, brother being released from prison) are more important than adhering to his employer's rules, it is ok to misuse company property if it is for a "good reason," he does a good job when on site at the hotels, it does not matter if he is 10 or 15 minutes late to work
How would I respond:
As the employer, I would present all of the issues to Steve in very black and white terms. I would have been sure to provide Steve with a copy of all rules and policies and have him sign off on it during his first week of work. Then, using that document, I would show him how he violated these rules and policies regularly. I would explain how his actions reflect poorly on the company, and what the consequences are for his actions. When Steve brings up the personal reasons for his rule violations, I would offer him appropriate assistance as per company rules (for Fedcap, the EAP line) but I would be firm about how and why his behavior is unacceptable.
What would I do:
Assuming that the rules were explained to Steve, and assuming that Steve was previously made aware of his errors (it sounds like this has been ongoing, so I am hoping the issues were also addressed in real time) I would absolutely move forward with the firing process. It sounds like Steve is unwilling or unable to fix his errors, and believes that the company should work around him. I am also not likely to provide him accommodation, because it sounds like when Steve is on the job, he does not do a good job. The employer states that the hotels have complained that the carpets are not being cleaned correctly. Steve is possibly costing the company business and hurting its reputation.
What questions did I ask myself:
What is the ultimate goal of my interaction with Steve?
What is my role in the conversation?
How can I best represent the interests of my company?
Are Steve's issues of willingness or capacity?