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M A R C H 2 0 1 6 | O U T P AT I E N T S U R G E R Y M A G A Z I N E O N L I N E
Have her sign the written warning, which comes with the understand-
ing that termination will occur if the behavior doesn't change within
the agreed-upon timeline for improvement.
Documentation is essential throughout the entire disciplinary process.
Terminating an employee without fully documenting the attempts you
took to correct the problematic behavior could result in your facility
facing a wrongful termination lawsuit. Check with your human
resource consultant or with an outside consultant to ensure your docu-
mentation is by the book. If it isn't, back off, start over and do it right.
Know your role
Emotions will run high when dealing with a problem employee,
but you must exhibit a professional demeanor to ensure it's clear that
you're the manager in charge of the situation. Offer support and con-
structive advice. Be fair, firm and consistent in how you handle all prob-
lematic situations. Remember that you're the boss. You can't be the best
friend of every member of your staff. You can be nice and friendly, but
the staff needs to understand that they report to you, that you have a
job to do and that they have to comply with the rules of the center.
Rehab the willing
You have reason to believe an employee's behavior will improve
if they're apologetic and let you know they're unaware of the issues
they're causing. However, in my experience, problem employees know
exactly what they're doing. You have to give them a sincere opportuni-
ty to change their ways, but know that they might always be the trou-
blesome type. You can turn them around, but it will require a great deal
of time and effort on your part. Give them tools to improve, including
self-help books or instructional videos. But how much do you want to
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