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Lesson Plan On Mnaging Problem Employees
Lesson Plan On Mnaging Problem Employees
MODULE III
Lesson Plan
Topic: Managing Problem Employees
Lesson Plan Number: 1
Target Audience: Public Safety Senior Leadership Course
Venue: PPSC RTC8
Time Allotted: 1 hour
Instructional Method: Lecture/Discussion
Training Aids: Laptop, Multi-media projector,
Trainee Requirements: Notebook and Ballpen
Issue Items: Handouts
Coordination:
Training Reference Used: https://www.firstpracticemanagement.co.uk
https://www.forbes.com/sites/erikaandersen/
https://www.thebalancecareers.com
Lesson Objectives: After this lesson, the participants will be able to:
1. Describe a problem employee.
I. Introduction
1. Introduce the Instructor to the students.
a. Name
b. Designation/work assignment/work experience
c. Educational background
2. The purpose of this lesson is to provide the participants thorough
understanding of the types of problem employees and the remedies to solve
problem employees issues.
II. Motivation
What do you do when you have hired someone and they begin to manifest
problems? How do you deal with these workers when you don’t want to go through
the pain and expenses of firing them and hiring someone else? Sometimes they
are quite good at their jobs, but they have personality issues that clash with the
rest of the employees and even you as the manager of the organization. What do
you think are the solutions for dealing with them?
In this lesson, we will learn the types of problem employees, the causes of their
behavior and the remedies to solve the problem employee issues.
III. Lesson
Problem employee is someone who consistently acts in a way that is not
beneficial to the organization. It is someone who fails on a daily basis to look for
ways to maximize their performance to help the organization. They’re basically
pushing paper around and doing as little as possible to get a paycheck.
Types of Problem Employees
1. The Undecider
Take too long to make decisions
Thorough and extra careful even on smallest details
They do not like to be held responsible for failures or not meeting
the deadlines
2. The Ultra-Competitor
Likes to compete headstrong with anyone, for any reason
3. The Drama Queen
Overly dramatic and overacting
Use emotions as their weapon
4. The Know-it-All
Overly eager to work
Degrade others, making them feel she knows more than they do
5. The Insubordinate
Often passive aggressive
Grumble about his work but to your face he is friendly and happy to
comply.
Always find ways to get out of working
Undermines your authority by his refusal to complete tasks you
assign as part of his job
6. The Overconfident
A trendsetter, visionary and overly confident
Disregard the organization’s well-established policies and protocols
Play by their own rules
7. The Volcano
Likes to explode and bombard anyone with anger and screams
Short-tempered but would immediately apologize when they lose
control
8. The Procrastinator
Takes on the job but always fail to keep up with the deadlines
Thinks that he is a genius
Hardly put the talks into action
9. The Social Media Addict
Stays connected majority of the time
10. The Malcontent/Complainer
Always complaining and whinning
Nothing makes this person happy
11. The Perfectionist
Extremely detail-oriented, stickers for the rules and negative
towards people
Strong drive to please others
Never satisfied with the contribution of others
12. The Bully
Labelling you in front of others
Calling you names
Hauling abuse at you or ridiculing you directly and openly
Being sarcastic towards you or your ideas
Using physical or verbal violence towards you
Humiliating you in front of your colleagues
Constantly undervaluing your efforts
Blaming you whenever things go wrong
It’s important to keep a check on the expectations and demands that are
being placed upon your employees. If someone feels overburdened by
a large, impossible workload – they can soon become disillusioned,
stressed and lose motivation. Equally, if an employee has a workload
that’s too light or not varied enough, they might quickly lose interest.
The manager also needs to allow the employee to respond to the allegations. If
the difficult employee refuses to believe that the allegations exist despite the
evidence, the most the manager can hope for is an intellectual acceptance of
the possibility that a problem exists.
6. Be specific. As you describe the results of his or her bad behavior, use
specific examples of occurrences. A solid formula to use: Here’s how it is
affecting me, here’s how it is affecting the team and here’s how it is affecting
the customers.
7. Request solutions. Ask the employee for solutions and discuss them. “What
do you think you can do to prevent this from happening?”
8. Offer help. Ask what you can do to help and how you can work together to
improve their behavior or performance. Remind them that you want them to
be happy on your team.
9. Don’t demand. Ask for cooperation; don’t demand it. Even though the person
you must confront is a subordinate, it is never wise to demand that they
change their behavior.
11. Finish positively. When you are finished talking with the person, make sure
that you maintain a positive working relationship.
IV. Summary
A complainer in a company approached his boss. “I have to have a raise”, the man
said to his boss. There are three other companies after me.
Is that so? Asked the manager. “What other companies are after you?”
The electric company, the telephone company and the gas company.
If a train station is where the train stops and a bus station is where the bus stops, what is a
work station?