Case: When Jennifer Turned Grouchy Im not trying to tell you what to do said Mar
ID: 362466 • Letter: C
Question
Case: When Jennifer Turned Grouchy
Im not trying to tell you what to do said Mary Stone to Mark Carter but as your assistant I feel Ive got to point out again that we have a problem thats generating lots of grief.I know Mark responded with more than a trace of annoyance. Im trying to take it the way you mean it and Ive heard about it from others as well. I know we have a problem with Jennifer but I dont know how to deal with it.But it has to be dealt with. As receptionist shes in a position to make a first and lasting impression on a number of people and shes generating a trail of complaints from patients and physicians and other staff about her curt rude treatment of them. Its been going on for weeks and its getting worse. Now shes starting to mix up appointments.Mark said Id hoped that whatever was bugging her would pass but shes just gone from bad to worse. And its really too bad; shes been here a long time and this is only recent.One of us should talk with her and try to find out whats going on.Mark said Ive tried. Last week I gave her a chance to talk in private. I even asked if I could help in any way but she told me that nothing was wrong. The way she said it she might as well have told me to mind my own business. But shes wound up tight and theres obviously something going on in her life that wasnt there a few weeks ago.Well something is certainly wrong said Mary and somethings got to be done. Our receptionist has become sullen and ill-tempered and the departments starting to suffer
Instructions
Develop a tentative approach to the problem presented by the grouchy receptionist. Be sure to provide reasonable opportunity for correction of behavior and that you account for: Possible ways to help the employee with the problem The necessarily progressive nature of any disciplinary action contemplated The needs of the department and its customers
Explanation / Answer
The following should be the tentative approach -
Step 1 - Mark should talk to Jennifer officially not privately and should ask her whether she realizes that she is underperforming. If she admits, then mark should ask whether or not she has any personal issues. If she is ready to share the problem, Mark should provide official assistance based on his scope. If she denies her underperformance, then Mark should state clearly the mismatch between the expectation and actual performance and make sure that Jennifer understands the point. Once she understands, Mark should document the minutes and jointly sign along with Jennifer.
Step 2 - After this initial step, Jennifer should be monitored for a week/ month and then if the performance is satisfactory, no further action is necessary. If the situation does not improve, she should again be counseled and this time, exact instances of non-performances should be cited with all the references. Again the feedback should be documented and signed.
Step 3 - Again monitor for few weeks. If improvement is visible, Mark should continue his support and help Jennifer to improve. But if improvement is not visible, she should be referred to the next level e.g. to the Executive Assistance Program after another round of corrective interview and record.
Step 4 - After the EAP procedure, if Jennifer cooperates, then disciplinary action should be taken. If, however, cooperation is found, she should be evaluated post EAP for few weeks. If still no improvement is found, again disciplinary action should be taken after keeping all the copies of communication and assistance records.