Personal Problem ©Connie Sitterly The information contained in these responses should not be considered legal advice. Consult an attorney if you have any legal questions.

Dear Workplace Doctor,

I have three employees, Julie, Bob, and Andre, whose personal problems are affecting their team members, the team's performance as well as their individual performance. My wife is tired of hearing about them every night, and I'm tired from laying awake worrying about them. Here's a little background:

• Julie doesn't like her job, company or her team members. She doesn't cooperate or respond to their requests in a timely manner.

• Bob used to be a top performer, but in the last three months, he excessively complains about management to his team members. 

• Since Andre recently discovered that his son is on drugs, and spends increasing amounts of time on the phone with counselors, teachers and police. 

How can I help them with their personal problems so I can improve team's performance and morale? 

Sleepless

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Dear Sleepless,

Consider a few premises when faced with employees who have personal problems affecting their performance.

1. Every problem can't be solved at work, even if it affects work. That's why we have consultants, therapists, counselors and social workers. Know your limitations and the company's limitations and responsibilities. Confer with your company's personnel or human resources officer to ensure all possible and benefits are extended within your legal, ethical and moral limits. 

2. Care, empathize, listen, and share expectations and set some boundaries for what is fair and reasonable. Share performance expectations, impact and consequences of continued marginal performance or inappropriate conduct in spite of personal challenges. 

3. Invite the employee to share their perception of the situation and the problem, listen, and ask open-ended who, what, when, how, why questions. Asking and listening may prompt the employee to resolve their own situations and take further positive steps. 

4. Distinguish the symptoms; such as tardiness, absenteeism, errors, customer complaints and overtime, from the causes, such as marital problems, having a child on drugs, financial pressures, etc. For example, Julie's lack of cooperation with team members is a symptom- what's the real issue? Bob's complaining is recent months is a symptom- what's the real issue?

5. Mutually agree on specific actions or improvements, and clarify who, when and how each will follow up. Also, provide training on how to resolve conflicts, deal with marginal performers, counsel, discipline, solve problems, and deal with sensitive issues.

After all, how you interact with an employee who has personal problem may be even more important than the issue itself.

The Workplace Doctor ^TM