Removing "bad apples" is a union issue

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Dear Joan:
I would like to tell you how much I enjoyed your column last week ("Time to Return to Workplace Accountability"). I believe it could serve as a model for contemporary management practice.

I am the chief Union Steward for a large state agency. My area covers several counties. I suppose that many people would consider me to be talking out of both sides of my mouth in praising your management philosophy, and also representing people who have one way or the other drawn the wrath of the management of this agency.

I firmly believe, however, that the better job management does at recruiting, hiring, leading, and holding people accountable, the easier my job is. Those of us who consider ourselves Professionals are as embarrassed as management claims to be over shoddy and slipshod work performance. It reflects badly on everyone in the profession. As a Union Representative, all I ask is that "holding people accountable" is carried out in a constructive, proactive, and equitable manner.

Answer:
It is commonly believed that unions want to protect poor performers. That hasn't been my experience. Responsible union representatives are as frustrated as management about employees who take advantage of the system. Your letter illustrates my point. Everyone is sick of lousy performers who manipulate management and the union. If nothing is done people say, "If you won't hold him accountable, why should I give 100%?"

In many cases, management deserves all the criticism it gets. Favoritism, lack of leadership, treating people disrespectfully...these are the cancers that destroy mutual respect and trust. These are often at the core of poor union/management relationships. When management does what you are suggesting-- hold people accountable in a "constructive, proactive, and equitable manner" most union representatives are willing to work in partnership to do what's right for the organization.

Yours isn't the only letter I received in response to that column. It stirred up a lot of discussion in companies all over the country. One senior level manager called and said, "On Monday morning I had fifteen copies of your column on my desk...many with notes suggesting we have to do something about these people." She went on to say, "But what do you do with a long-term performance problem...say someone over 40, or from some other protected class?"

That is exactly the point. Because there are laws "protecting" certain groups of people, we're afraid to touch them. In reality, these laws aren't protecting them any more than anyone else. It's only because it's perceived that they are untouchable, nothing is done. It hurts the image of that group of people as the backlash builds. The cry, "We can't do anything about it," just isn't true.

Here's how to begin to face this issue:
First, management has to make a decision. If they really want to establish an excellent working environment, they need to decide if they have the backbone to take a stand. If they decide they want to tackle this, they should have a meeting with people who could derail the process...HR, upper level managers, corporate headquarters...and make sure they support and understand your plan.

They will want assurances that you will follow correct procedures, so you may want to work with a specialist who can provide training and guidance as you deal with these issues.

Next, you must make sure all employees know what behaviors and results are expected. A good way to do this is to let the people themselves have a say in what is expected. The groups I've worked with actually set higher standards for themselves than their managers would have. For the long term, build these expectations into the performance review, so everyone knows they will be accountable. At the very least, sit down with each employee and have a thorough discussion about what is expected.

Once the expectations are understood, it's time to sit down with the "worst" problem performer and have a heart to heart talk. This isn't easy to do, and you might want to rehearse your discussion with the coordinator or an outside specialist. Use clear examples and a respectful tone. If the person is defensive or threatening, so be it. You need to stand firm.

The purpose of this and subsequent discussions is to figure out if they are unwilling or unable to perform. If they need training or coaching, it's management's job to see that they get it. It is the performer's responsibility to work on an action plan that they help develop. If they scream "discrimination" or "harassment" it's their choice. As long as you are following the same procedures for similar situations, don't back down.

Keep the pressure on. This is where most efforts break down. Manipulators know just how far to push and then they back off. They play a game of cat and mouse. Don't fall for it. They try to wear you down by making you do all the work. Put all the responsibility on the employee for tracking and reporting. If you take on all the responsibility for chasing these people you will be tempted to give in.

Game players need to understand the game is over. They have a choice to make: either they perform to the expectations or they will end up firing themselves. This can be done with honesty, by treating them respectfully and with dignity. If they don't improve and end up leaving, their co-workers and the union will say, "We all did everything we could to help him turn it around, but he chose not to help himself." And everyone will silently thank you...and respect you for doing what should have been done a long time ago.

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