SportsTurf provides current, practical and technical content on issues relevant to sports turf managers, including facilities managers. Most readers are athletic field managers from the professional level through parks and recreation, universities.
Issue link: https://read.dmtmag.com/i/575944
www.stma.org October 2015 | SportsTurf 25 the needs of their job, and these meet- ings should continue until the employee changes their negative behavior or until they decide to pursue "greener pastures." Any employment decisions you feel necessary to take such as suspension, demotion, or termination should be with advisement from someone familiar with employment legalities to stay out of any potential age discrimination issues. Progressive discipline is almost always the way to address this. THE "INDEPENDENT" WORKER For the independent worker, fight that battle only if you have to. If they prefer to work by themselves and they get the job done, they literally might be bet- ter off left alone. If they openly show resentment/resistance to change or don't comply with your direction, that's a problem that has to be addressed. Let them know what you feel is going well in their area, but also let them know where there are some areas that need improved. Try to involve their opinion first on how to improve those areas, and then expand upon their ideas with some of yours. It might take a while for you to establish mutual trust, but with some "give and take" it may help both par- ties to come to a mutual solution. If the employee will not take direction, then progressive discipline may be necessary. This again involves multiple step discus- sions with documentation. Our goal is that the employee will know we take this seriously and will get on board, or will see the writing on the wall (or in their file) and resign. Resignations are always preferable to terminations simply due to liability issues, but sometimes termina- tions are only recourse. The goal is that the termination should never come as a "surprise," through progressive discipline steps. As for our part-timers, again we want them to know we want them to succeed and be part of the team, but there are clear expectations of attendance and accountability in their work. If there is a pattern of attendance issues, make sure these are properly documented and address them with progressive discipline and within guidelines of the employee handbook. As far as making sure people are at their assigned work stations when they are suppose to be verses some "hide- out" under the bleachers may require frequent unannounced visits from you at various times. The more they see and hear of you in their work environment has a way of keeping people on task and where they are supposed to be. If prob- lems continue it is better to address them quickly than to let it go unchecked, as it sets a precedence and negative standard of work for others to possibly replicate. We don't make friends by making hard decisions, but if we establish consistently applied rules, share our expectations, and communicate effectively by recognizing positives and addressing the negatives, our staff knows where we stand. It is important to convey to our staff we want them to take pride in their work and enjoy their jobs, but much of that depends on cooperation, work ethic, and positive atti- tude. We all spend way too much time at work to not enjoy what we do. You worked very hard to get to this new position, so truly, congratulations. And know that even though things may start a bit rocky, this does not have to define how your experience will continue in this new position as manager. They call it a "transition" for a reason. You are starting at point "a" with your cur- rent staff, but you are always aiming and working towards a point "b"; to have each employee become a positive, productive employee that helps your department not only meet organizational expectations, but to exceed them. ■ ST Carole Daily has a degree in human resource management and more than 15 years of experience in the HR industry. She consults through Daily HR Solutions, and also works at the University of Kentucky.