Patterns of Supervisory Intervention
11/15/2002
One of the most important responsibilities of supervisors is to tell employees when their job performance is unacceptable. Although a discussion with the employee may be all that is necessary to reverse the situation, many supervisors are reluctant to communicate their dissatisfaction. This usually results in increased frustration for the supervisor and it may allow a serious problem to become worse over time.
The longer supervisors allow employees to believe that all is well, the harder it is to tell them that their work is below the standards of their job assignment. As supervisors sometimes learn, doing nothing . . . while hoping the individual will improve is a disservice to the employee. The employee whose behavior or performance usually fails to meet reasonable expectations often has a serious problem. Perhaps it’s marital or financial trouble, an alcohol or other drug problem, family concerns, conflicts with co-workers, or some form of emotional disturbance.
Another factor that may be overlooked if supervisors fail to intervene is the impact that troubled employees have on their work associates. When co-workers are aware that a colleague is troubled, they become distracted, thereby creating a snowballing effect in the work environment. This can then lead to resentment and frustration as the otherwise healthy employees attempt to adapt to the unpredictable moods and behavioral patterns of the troubled individual. These patterns may also lead to resentment directed toward the supervisor due to the official’s failure to address the concerns of the healthier employees of the facility.
Knowing that you have a troubled employee under your supervision is relatively easy. If the employee has the skills to do the job but is not performing well, it’s time to intervene. If your supervisory intervention doesn’t bring about improvement, chances are you have an employee with a problem.
Follow up
Supervisors are often concerned about how to treat an employee following initiation of the intervention process. Establish a series of structured follow-up visits. This provides an opportunity to review progress, to address new problems and to recognize the individual for displaying positive response and improvement. As you continue to monitor the employee, offer encouragement and support as performance improves. Then, be sure to document the employee’s patterns of work performance and improvements. And, continue to protect the employee’s confidentiality by divulging information on only a “need to know” basis and within the management structure of the organization.