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lem throughout the facility. Even if you walk the floors on a regular
basis, problem employees are usually smart enough to behave when
you're around.
That's why every staff member needs to feel empowered to come to
you when they observe problematic behavior among the staff. They
shouldn't see approaching you with staff-related issues as gossiping
and you shouldn't look down on employees who raise concerns. When
an employee brings an issue to light, say, "I hear you. Let me look into
the situation." End of discussion. Never look the other way, but don't
act on hearsay. Be on the watch for the reported behavior and deal
with it at the first sign. The reporting employee doesn't need to know
how you're dealing with the situation moving forward, because it must
be handled confidentially.
Don't delay
If you identify an issue that can't be ignored, address it accord-
ing to the guidelines outlined in your facility's employee handbook.
Deal with the problem employee privately and quickly. Sit her down in
your office and ask her to share her version of the issue. Listen with-
out interrupting as she tells her side of the story. Be professional and
courteous. Take notes and document the date of the meeting and
what was discussed. State your expectations for working at your facil-
ity. Let her know that the behavior will not be tolerated.
Document the discussions you have with the employee and set an
acceptable timeline for improvement. Ask the employee to sign the
form. If she refuses, document the refusal in your records. If the
behavior continues, move forward with a more formal written warn-
ing. Let the employee know how her behavior is impacting the other
members of the staff and ultimately the quality of care they provide.
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Staffing
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