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    Inheriting Dysfunctional Non-Working or Non-Performing Employees: What a Manager Can Do

    Speaker: Teri Morning
    Date: 2019-11-12
    Time: 10:00 AM PST | 01:00 PM EST

    Duration: 90 Minutes
    Product Code: 600649
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247compliance is recognized by SHRM to offer Professional Development Credits (PDCs) for SHRM-CP or SHRM-SCP. This program is valid for 1.5 PDC for the SHRM-CP or SHRM-SCP. For more information about certification or recertification, please visit shrmcertification.org.

Recognizing and handling dysfunctional employees can be hard for even the most experienced manager and is almost always time consuming to handle especially at first. That's why so many employees "get away" with their conduct, and many get away with it for years. However, you can never have a fully functioning team and the respect of your employees if you don't step up and handle these people problems.

Managers want to create an environment in which employees are engaged and motivated to do their best job every day. A manager wants their people to be productive, happy and performing. After all workplaces are places where we often spend more time with our coworkers than our families!

However, every manager who takes over a group of people will invariably inherit at least one dysfunctional and/or non-performing employee. Sometimes the conduct is purposeful and other times not. These employees can torpedo not just group results but the manager's performance and reputation as well. A manager's management style can even be negatively impacted as the manager begins to mistrust, over react, and begins treating all employees harshly.


  • Developing a plan for taking over a new group or department
  • How to avoid being supervisory road kill? Recognizing the signs of trouble – before trouble starts
  • The long term, entrenched employee - who finally has everything just the way they like it. Now here you come, a new manager they need to "break-in". What to do?

All managers and especially those new to supervising people, have to have a plan for handling dysfunctional employees. Dysfunctional employees can be hard to spot though. They don't wear Ogre logo T-shirts. In fact, often they will be the first to welcome you to your new job or department. So a manager needs an ability to recognize, foresee and handle such employees. Because by the time an unaware manager realizes with whom they are now dealing with, the problem would have escalated and spread. Many a time a particularly dysfunctional employee can even cost a new manager their own job.

Regardless, these employees make it hard for the group to shine as they are akin to a large rock dragging everyone downhill, every day and in every way. Some of these employees are also so outstandingly disagreeable every day and in every way that they ruin the entire team's very enjoyment of their workday. Left unchecked a manager can even lose the respect of the whole team based on their inability to contain the effects of one dysfunctional employee.


  • The over compensated, under qualified, maybe even underperforming employee who is ready to do vicious battle – with you. How to handle this potentially lethal employee
  • The employee who has been underperforming (and likes it that way) - for a long time. Getting them to actually work
  • The professional victim - passive, aggressive, sneaky and even worse, willing to wait you out. How to head them off

  • Any new supervisor, struggling supervisor, or any transitioning supervisor
  • Human Resources or employee relations
  • Small business owners
     

Teri Morning, MBA, MS, specializes in solving company "people problems"

  • Teri is the founder and the president of Hindsight Human Resources
  • She also sources HR software solutions for incident tracking, employee relations, safety (Incident Tracker), compensation (Compease), and performance management (Performance Pro).
  • She has 20+ years of human resource and training experience in a variety of fields including, retail, distribution, architectural, engineering, consulting, manufacturing (union), public sector, and both profit and non-profit companies.
  • She has enjoyed consulting with employers on their problems, trained managers, and employees for over 20 years. She is also involved in meeting and working with employees from all types of businesses.
  • In addition to an MBA, she has a master’s degree in Human Resource Development with a specialization in Conflict Management.
  • She was certified by the State of Indiana in mediation skills, is currently certified in Project Management and IT Management, and has qualified as a Myers-Briggs practitioner. 
  • She has held the PHR, SPHR, SPHR-CA, and SHRM-SCP certifications.

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