due dates, to provide an "example" of ways that the job can be managed. However, it's important only to try this with employees who are likely to gain from this strategy in a brief period of time and then take over this structure themselves. Otherwise, the supervisor is at risk of getting into too much on-going microTHE SCATTERED EMPLOYEE

The employee who has difficulty managing her time and prioritizing tasks may feel little hope for succeeding in her career. Therefore, motivation may be low. This worker continually spins her wheels. Her work product most likely reflects this lack of clear direction, and she may not be able to give much of a response when asked about her project's progess. Scattered employees are often overwhelmed.

Possible Solutions

Such individuals may benefit greatly from time management and organizational skills training. This training can be provided at the work site, or employees can be enrolled in workshops offered in the community. However, for such training to make a difference, these new skills must be practiced and refined on an on-going basis. Follow-up seminars are highly recommended, so that employees have additional tools to assist them in making these changes more permanent. Management will be key in providing in reinforcing the new work habits, by providing employees with clear feedback about the ways that the new skills are increasing job performance.

An additional approach, if time permits, is for the direct supervisor of the employee to create a schedule of projects and due dates, to provide an "example" of ways that the job can be managed. However, it's important only to try this with employees who are likely to gain from this strategy in a brief period of time and then take over this structure themselves. Otherwise, the supervisor is at risk of getting into too much on-going microm

he may not be able to give much of a response when asked about her project's progess. Scattered employees are often overwhelmed.

Possible Solutions

Such individuals may benefit greatly from time management and organizational skills training. This training can be provided at the work site, or employees can be enrolled in workshops offered in the community. However, for such training to make a difference, these new skills must be practiced and refined on an on-going basis. Follow-up seminars are highly recommended, so that employees have additional tools to assist them in making these changes more permanent. Management will be key in providing in reinforcing the new work habits, by providing employees with clear feedback about the ways that the new skills are increasing job performance.

An additional approach, if time permits, is for the direct supervisor of the employee to create a schedule of projects and due dates, to provide an "example" of ways that the job can be managed. However, it's important only to try this with employees who are likely to gain from this strategy in a brief period of time and then take over this structure themselves. Otherwise, the supervisor is at risk of getting into too much on-going micro

or employees can be enrolled in workshops offered in the community. However, for such training to make a difference, these new skills must be practiced and refined on an on-going basis. Follow-up seminars are highly recommended, so that employees have additional tools to assist them in making these changes more permanent. Management will be key in providing in reinforcing the new work habits, by providing employees with clear feedback about the ways that the new skills are increasing job performance.

An additional approach, if time permits, is for the direct supervisor of the employee to create a schedule of projects and due dates, to provide an "example" of ways that the job can be managed. However, it's important only to try this with employees who are likely to gain from this strategy in a brief period of time and then take over this structure themselves. Otherwise, the supervisor is at risk of getting into too much on-going micro

anent. Management will be key in providing in reinforcing the new work habits, by providing employees with clear feedback about the ways that the new skills are increasing job performance.

An additional approach, if time permits, is for the direct supervisor of the employee to create a schedule of projects and due dates, to provide an "example" of ways that the job can be managed. However, it's important only to try this with employees who are likely to gain from this strategy in a brief period of time and then take over this structure themselves. Otherwise, the supervisor is at risk of getting into too much on-going micro

due dates, to provide an "example" of ways that the job can be managed. However, it's important only to try this with employees who are likely to gain from this strategy in a brief period of time and then take over this structure themselves. Otherwise, the supervisor is at risk of getting into too much on-going micromanagement, which will not be cost effective.

THE EMPLOYEE WITH CHRONIC PERSONAL CRISES

These are the employees who can especially pull at the "heart strings" of management. Those that are in the throes of divorce, who are having serious problems with their children, who have chronically ill or aging family members, or serious financial problems (etc., etc.), can find it hard to concentrate at work. They also may be making a multitude of personal calls on work time and have frequent absences from work. You may want to be supportive of them -- but on the other hand -- you need their work completed and you don't need other staff resenting their time off. What to do?

Possible Solutions

If such an employee will acknowledge their personal struggles, you can suggest that they utilize the company's Employee Assistance Program or health insurance benefits to consult with a professional counselor. It is strongly recommended that you do not try to act as their lay counselor, as this can compromise your role as supervisor/evaluator. Also, a professional counselor may be able to recognize emotional patterns and offer resources to which you do not have access.

Another strategy sometimes used by management