How Do You Bring A Long-term Employee Back On-board?

An employee has been with a company for many years

. Their primary responsibilities are clerical, and the individual has not significantly grown their skills while cumulative yearly pay raises put this individual on the higher end of the company pay scale. Increasingly, the individual is refusing to do work requested. In your experience, what can the CEO do to get this individual back on track?

Advice from a group of CEOs:

From what we understand, this individual has held many responsibilities within the company. When a new personal assistant to the CEO position was created this individual declined it. It turns out that the personal assistant has essentially supplanted much of the contribution that this individual historically made to the company. This individual is no longer the go-to person and is likely hurt because they feel the resulting reduction in their role. This may explain much of the refusal to do certain tasks that used to be routine. What's in it for them?

To have the best chance of recovering this individual, it is important that your approach be positive, not punitive. Instead of going over performance variances in your next review, bring the individual into your office and let them know that "we need you." Present a vision of the company and how you see it growing. If the individual shows a willingness to turn around, take them into your confidence and show them your plans for the organization chart as you grow. Ask them what role they see for themselves in the org chart.

At the same time, be frank. The company has changed and is poised for a level of growth that was not possible two years ago. Tell the person that you want them on the team and set forth long-term goals for them. Establish and agree on objectives for 90 days and measure from this meeting forward. Either the individual will rise to the challenge - as have other employees - or will let you know within the 90 days that the company is no longer the place for them. In the latter case take action.

The key point is that this must be a caring and heartfelt discussion. The individual must clearly get the message that they are part of the team and important to the team. At the same time, the team is getting better and accomplishing more. To stay part of the team ALL members must be able to keep pace.

Thoroughly analyze how this situation arose so that it doesn't happen to other employees in the future.

When you hire, hire for both current skills and the potential for growth. Then develop the new hires in line with this vision of growth. Provide educational assistance. Do the same for existing staff. This is how you achieve extraordinary results with ordinary people.

by: Sandy McMahon

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