Executives spend too much of their precious time addressing poorly performing employees. They lament that they squander 90% of their hours dealing with the bottom 10% of their workforce. When they are not either disciplining them or somehow trying to compensate for them, they are find themselves creating new systems and procedures to counterbalance their poor performance. In all my years in consulting, working with large organizations and small, I regularly hear this from executives who are totally exasperated by poorly performing employees. Why is this happening and what can be done?

Executives should be focused on things that provide the organization the greatest return on investment. Whether it is new products, customers or services, your limited time should be directed toward things that will generate the greatest benefit for the organization. The same thinking has to be used when dealing with employees. Your top performing employees generate more productivity, better service, new ideas, and they usually do it without upsetting the organization or you. Yet, they often get the least attention from executives who are more focused on the problem employees. This equation must be changed.

Introducing our new online bookstore. The store was developed to provide you access to training programs, toolboxes and guides. Our goal is to provide the best management advice for you and your business. Included in the store:

• Sexual Harassment Training Program
• Guide To Preventing Harassment & Discrimination Claims
• Guide To Massachusetts Employment Laws (2009)
• Guide To Maine Employment Laws (2009)
• Strategies To Survive A Touch Economic Downturn

The U.S. Equal Employment Opportunity Commission (EEOC) issued guidelines on July 15, 2009 titled Understanding Waivers of Discrimination Claims in Employee Severance Agreements. Though it is written for employees, it is a must read for all employers who may be planning layoffs.

If you are faced with layoffs, review this guideline.

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