| When personal problems create workplace hazards |
Contributed by Axel Wynguard, Albuquerque, New Mexico
We have all heard of a situation where a person has an argument
with his or her spouse, storms out, gets into a car, and five minutes
later is involved in a collision.
Anger, worry, frustration or depression, as well as drug or alcohol
abuse, lead to accidents. A person who is emotionally wound up,
or who is suffering from the effects of drug or alcohol abuse may
cause a serious injury—to himself or to others. This is as
likely to occur in the workplace as it is on the road.
You have doubtless been counselled not to allow yourself to become
involved in team members' personal lives. But in the interests of
safety, some personal problems cannot be ignored. Team leaders and
supervisors have a duty to see that no single worker acts in ways
likely to endanger himself or other crew members.
What do you do if you feel that an associate's personal problem
is causing a safety hazard?
A personal problem can cause you to lose an otherwise good worker.
But no organization can afford to allow sub-par performance. In
our company we follow a simple routine that brings the issue quickly
to the fore, places responsibility for change squarely with the
worker and for all but the most intractable problems, has a good
chance of setting him or her firmly on the right path.
See next page for a brief description:
- Begin by maintaining a record of the
incidents that give rise for concern: specific instances of failure
to follow a safety rule; tardiness or frequent absences; mistakes
or lapses in quality.
- Plan your approach carefully before
raising the matter with the offender. Plan to speak with the offender
with a view to reinforcing positive behaviors, while correcting
negative behaviors. Keep your focus on the job. You may wish to
show your concern, but it is not your function to solve a personal
crisis.
- Emphasize the positive. As with any
appraisal, find something to commend, and begin by complimenting
the employee:
"Thank you for staying behind on Friday and helping me
meet that deadline on the XXX shipment. I truly appreciate having
someone I can rely on to pitch in, in a crisis."
- Explain your position in terms of the
needs of the job, and the demands of your internal or external
customers. Most people respond best to an explanation of your
problem, and a call for help: "It makes it difficult for
other crew members if we are not all available for work at the
start of our shift"; "The assembly department complain
when we send them parts with fasteners missing"; "I
am in trouble when all our crew members don't wear eye protection".
- Point out your team member's specific
lapse. Be clear and unambiguous, even though he probably already
senses what you are alluding to. "I am pleased with almost
all of your work. But you have been sliding on a couple of things,
and I need to ask you to do better. On (these days last month)
you were (so many) minutes late for your shift"; "Here
are some parts that the assembly department returned to us";
"On three occasions last week I had to remind you to wear
your goggles".
- Ask if there is anything troubling your
associate. The problem is likely to bring forth strong emotions,
whether of guilt, unhappiness or frustration. Keep emotions cool.
"Everyone has personal problems from time to time. If anything
is troubling you, I can put you in touch with someone who can
help"; or, "You may remember Fred. He was our best worker
for 22 years. Then he began to make mistakes, and one day he sliced
off the tip of a finger in the stupidest safety lapse any of us—including
Fred—had ever seen. Turned out his wife was dying of cancer,
and he was preoccupied. He just wasn't able to concentrate on
what he was doing. If only we had known, we could have done something
to reduce the pressure. We all have personal problems. If something
is troubling you, help is available."
Your associate may tell you his problem. If he does not, do not
pry. If he confides in you, the only advice to give, is the name
of someone who can give or refer him to professional help. If
your company operates an Employee Assistance Program, recommend
to your associate that he takes advantage of it.
- Call for action to correct the problem.
Do not let your associate use the personal problem as a continuing
excuse for sub-par work. Combine a sense of urgency and firmness
with your expectation that your associate will solve the problem.
Ask him to suggest how he can correct it and invite his participation
in setting a timetable or a deadline for turning things around.
- End the interview on a positive note:
"You have an excellent record here, and I am sure you want
to maintain it. I know it is within your power to correct the
problem we have talked about."
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