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invest in a problem employ-
ee? You might be more willing
to rehab an excellent clinical
employee who slips back into
problematic behavior, but
unwilling to reinvest in an
employee who's an overall poor performer. It might make more sense
to set a shorter timeline for improvement or establish a zero tolerance
for repeated bad behavior before parting ways with low-quality work-
ers who constantly struggle to meet your expectations.
Don't be afraid to cut bait and move on
Many managers — especially new managers who have never
been trained in conflict resolution — struggle with problem employ-
ees. Dealing with them is one of the hardest aspects of being a man-
ager. If necessary, don't hesitate to terminate workers who have
been given every opportunity to change their ways. At one of my
centers, we went through the proper protocols to get rid of a prob-
lem employee. When we finally did, the rest of the staff essentially
celebrated and wondered what took us so long to address the prob-
lem. Remember, the good employees — the ones who are always
doing everything right — are watching how you deal with pot-stir-
rers. If nothing is done, the good ones may leave, and you'll be left
with a facility full of troublemakers.
OSM
Ms. Geier (ann.geier@sourcemed.net), the chief nursing officer at Source
Medical, has worked in the ASC industry for nearly 30 years. She's been respon-
sible for financial and clinical operations in national management companies
and freestanding surgery centers.
5
Staffing
S
"When we finally got rid of a
problem employee, the rest of the
staff celebrated and wondered
what took us so long."
