1. Solving the Top 5 Employee Discipline Issues 1 “piece by piece”

2.  President of MedHQ  Works with over 50 physician affiliated organizations  Current administrator of outpatient endoscopy center  MBA, University of Notre Dame 2

3.  Supervisors Surveyed in May 2012: ◦ For what issues do you contact HR? ◦ What is your most challenging employee issue? 3

4. 4 40.6% 75.0% 56.3% 90.6% 78.1%

5. 5 58% 26% 6.5% 3.2% 6.5%

6. 1. Benefits, compensation, rewards & recognition 2. Coaching and mentoring for front line supervisors, including discipline process 3. Implement an HR information System (HRIS) 6

7. 7 Inputs Personnel Values Mission and Vision Skills &Training Capabilities & Attributes Resources & other inputs Hire and Retain “A Players” HR Risk Management Process Automation Outputs Comp & Benefit Mentor HRIS Formal Org. Informal Org. Work People

8.  At-work attitude  Attendance and tardiness  Employee interactions and disputes  Performance and a hostile work environment  Policy compliance 8

9. 9

10. 10 Decline in Union Membership

11. 11 Rise in Regulation of Employment

12. 12

13. Risk AreasLevelRelated Risk Cost Weighing factorFactored Risk LowMediumHigh Discriminationlowmediumhigh$25,000$50,000$100,0001.00$25,000$50,000$100,000 Employee Attendancelowmediumhigh$25,000$50,000$100,0000.10$2,500$5,000$10,000 Employee Work Productivitylowmediumhigh$25,000$50,000$100,0000.25$6,250$12,500$25,000 FMLA, ADA, etclowmediumhigh$25,000$50,000$100,0000.50$12,500$25,000$50,000 Hostile Work Enviornmentlowmediumhigh$25,000$50,000$100,0001.00$25,000$50,000$100,000 Inappropriate Work Behaviorlowmediumhigh$25,000$50,000$100,0000.15$3,750$7,500$15,000 Involuntary Terminationlowmediumhigh$25,000$50,000$100,0000.25$6,250$12,500$25,000 Sexual Harassmentlowmediumhigh$25,000$50,000$100,0001.00$25,000$50,000$100,000 Unemploymentlowmediumhigh$25,000$50,000$100,0000.10$2,500$5,000$10,000 Work Complowmediumhigh$25,000$50,000$100,0000.20$5,000$10,000$20,000 13

14.  Understand how important it is to manage yourself.  Find out what is at the root of many performance problems.  See what kinds of problems negative employees can create in your work environment.  Learn how to effectively deal with difficult employees. 14

15.  Managing yourself  Doing assessments  Making apologies  Taking action 15

16. Attitude Attendance Attitude Attendance 16

17.  Everyone gets angry occasionally  No room in workplace for frequent outbursts  Your responsibility to provide a safe environment 17

18. Unclear/unfair expectations Inadequate skills Workplace conflict 18

19.  Health problems  Personal or family issues  Child care problems 19

20. Day One Early Warnings Praise Often Maybe it’s YOU! 20

21.  B.S.  M.S.  Ph.D. 21 My way… or…..

22. Please…Do NOT!  Put a negative spin on everything  Erode plans and actions  Create hostile work relationships  Make others look worse 22

23. A.S.S.U.M.E Nothing… 23

24. B _ _ _ 24 BLEW BLEU BLUE

25.  Learn control techniques  Ask open-ended questions  Don’t get personal  Tell the employee what is expected 25

26.  Explain your concerns  Offer suggestions  Avoid criticizing 26

27.  Good reasons for questions  Be Fair 27

28.  Investigate  Evaluate 28

29.  Positive feedback  Continuing problems  Introduce changes 29

30.  The first step in dealing with a difficult employee is managing yourself and keeping your own emotions in check.  Performance problems may be the result of vague expectations, medical issues, personal problems, or job dissatisfaction. 30

31.  Common signs of performance problems are absenteeism or tardiness and a decrease in productivity and cooperation.  Employees who are negative, spread rumors, or are otherwise difficult create productivity and morale problems.  Taking control of the situation means asking questions. 31

32. 1. What is the number-one problem affecting an employee’s success or failure? 2. According to studies by the Small Business Administration, how many employees remain with a company beyond the first 90 days? 3. What might you suggest an employee do who is having problems getting to work because he or she is caring for an elderly parent? 32

33. 4. Name signs of performance problems. 5. How does an employee undermine authority by putting a negative spin on management changes or decisions? 6. How do you “take control” of a situation with a difficult employee? 7. You should avoid personal criticism when dealing with a difficult employee. True/False 33

34. 8. Employees should not question instructions or procedures issued from management. True/False 9. Name the four steps to keep in mind when dealing with difficult employees. 10. Before taking any action against a difficult employee, what should you consider? 34

35. 1. Attitude. 2. 50 percent. 3. Take an approved leave of absence, or refer him to the employee assistance program. 4. Tardiness, absenteeism, lack of interest, decrease in productivity. 5. By ignoring or putting down management decision and rules, or by gossiping about colleagues’ mistakes and failures. 35

36. 6. Learning to read others; asking open- ended questions. 7. True. 8. False. 9. Remain in control. Assess the situation. Apologize if necessary. Decide what can be done. 10. Investigate. A fair hearing. Follow procedures. Determine if policy is unfair. Evaluate how to improve policy. 36

37. Thank you for having me this evening! Please feel free to contact us at any time. www.MedHQ.net Tom Jacobs – President/CEO tjacobs@medhq.net 708-492-0519 37