This roleplay video is part of the JAN Workplace Accommodation Toolkit at AskJAN.org/toolkit. The situation demonstrated in this video is managing the performance of an employee with a non-apparent disability.
Mike screwed up in about a zillion ways here…starting with the fact that the first time that Abigail seemed to have heard this feedback was during her performance review. Nothing discussed in an annual review should ever be a surprise. Secondly, you never ever put someone on a PIP without clearing it with your management and HR (If for no other reason then you want to have cover when the person leaves your office and immediately complains). If Mike had tried to enforce that PIP, HR would have struck it down in 30 seconds flat - as they would have rightfully feared the wrongful termination suit that Mike set the table for (And Abigail would’ve known for the future that all she has to do to get a get out of jail free card is run crying to HR because her boss is a loose cannon). In some ways, Mike was probably hoping that she would simply walk at that point… But he’s extremely lucky that she didn’t, because one of the first three phone calls that she would’ve made (once one of her friends schooled her to her rights) would have been to a lawyer. Lastly, Mike could use some help in gaining better emotional intelligence. Even at the end, his delivery was very awkward and forced (almost like “ I don’t really want to be doing this Abigail, but HR is strong arming me into this so I’ll go through the motions so that they’re off of my back”.). Many employees will see right through this facade. When that happens, many of those employees either become disenfranchised, demotivated, or problem children. All of which could’ve been avoided by simply doing right by your employees in the first place. However, Abigail and Nora are not innocent here either… Because that accommodation that was put in place should’ve been documented (And not handled as a sweetheart deal that Nora simply cooked up). Fast-forward the clock to when Abigail left Nora’s team for Mike, and he had no idea about any of this(And even though Abigail said that the absences in the reasons were document with HR, it doesn’t seem like he was made aware of any of that). This set the table for there to be a performance concern, Because it’s far as Mike knew she was simply shirking her responsibilities.
What a great presentation. I am doing distance studies and I don't have the classroom experience but I read heaps.....and heaps around subjects and search because I am getting all this information but sometimes find it difficult to align it all. This videa was awesome because you covered so many points practically in the interview. Great job guys
2:09 "I run a tight ship" - BUT NOT A HAPPY SHIP!!!, 7:13 "She didn't tell me she had a disability", well you didn't ask if you had issues the needs to be addressed?. In the end of the day Mike "painted the wrong picture!" about her performance. At least he was wise enough to to get in touch with HR, otherwise it would have been the case that the PIP would be in place and have a dispirited- demotivated, demoralised worker. Plus that PIP would have taken a fair bit of time to cover as well-it would have been a waste of time for everyone!
Let's not put all the blame in Mke's approach. He is the major faulty person here, but Abigail and especially Nora and Celeste are also at fault. The obvious one, hiding a medically diagnosed issue with the employee, improper transfer and faulty documentation. Also, Abigail should've also brought it up even if it is at the performance review. You've brought in your therapist in the discussion, why not bring in the disability? Don't get me wrong, Mike is the definite dimwit, but this could have been avoided at so many levels!
I have a problem of not able to Express my thoughts and views when having discussion with my supervisor. I dont get words in my mind and sometimes I get tensed. Don't know how to overcome this problem.
It took me about ten min to log into RU-vid so I could reply just to your comment as I have the same issue and really wanted to be able to tell you what has helped me . I hope this helps and you see it. When I get talking I get scared amd lose my breath almost like I can't even breathe or talk , I get red in the face and cant communicate anything. It's so embarrassing so I tried writing down anything I really want to talk about just like key words to answer there question amd it calms me down knowing I cam glance at what I'm trying to achieve in the convo. also I take about 5 to 10 seconds to take deep breaths before I go in there office to talk. Not always possible but when it is I do. Before I respond to anything they ask i start by reaping there question in my head before I try to even make a response. AMD the last thing that helps the most was when I get to that point where I know how uncomfortable I'm getting is to finsh the conversation as best I can and go back and think of how I should have handled it. All alone... then what I should have said. And or responded the way I wanted to but couldn't. Then when I can answer there question with those keywords I wrote down I simply try again . It sounds silly. But it gives me time to think about what I wanted to say and then say it . Knowing the question and answer I'm talking about with that person gives me a lil more confidence in the convo. Like I'm asking them the question and have formulated my response how I wanted. Not so off guard . It works for me I hope with practice this can help you as.mich it did for.me.. it took so much to text this out on my phone to help you. Since I have been doing this its helped me alot.best of luck to you
Is this a joke? For me this is the opposite world! Why do they have to give priority to the mental issues of Abbi, above the well being of the company. I find the first response of the employer completely reasonable and understandable and he shouldn't deviate from it. You cannot make a ton of exceptions, that is just not workable. If she has mental health issues she needs to take her responsibility and solve them instead of burdering the company with it. I cannot imagine me expecting exceptions from my boss for personal reasons?!
This presentation is great and highly recommendable for supervisors. Many employees have challenges as far as performance appraisals are concerned because they are interpreted as a crucifixion for them. As employees we interpret performance appraisal as a process which employers often time use to interrogate and expose employees weakness at workplace and a way of dismissal from work. Often times employers fail to consider flexibility as another principle they could apply to make their employees fruitful and perform to the best of their abilities. So thank you for the role play which have clearly displayed both the good and the ugly and the good ending.
Government departments! Sheesh! They have no idea how an effective and competitive work environment needs to operate. This is great for employment in a community centre. That's probably where the lady needs to be. That environment isn't suitable and will only exacerbate her condition.
The most successful leaders are able to innovate because they are open to new ideas and shift as the situation warrants it. Imo, it sounds like you should look into education around disabilities and the research supporting the points made in the video. Thankfully, efficient team leaders can get specific, and reliable resources on ADA legal matters like this one from the federally supported, Job Action Network (ask Jan.org). Even if you don’t have a leadership role, you don’t have to become a faithful believer in the science behind this but you do have an obligation to protect your job role and the employer you work for from harm (i.e. lawsuit, unproductive team). Good luck in your professional pursuits.
Oh no, I remembered once I completed my Toastmasters engagement, I didn't even be given a chance to set aside the PIP plan and let me have one month or two-month grace period before proceeding to PIP. I should talk to my manager about my concerns and let her reconsider my PIP later. Perhaps, the outcome will be different. Haizz, what a green me! Should learn how to defend my right. In short, open communication is vital.
If we believe a remote working situation does not support a face-to-face team approach we decide is necessary to succeed, an associate"s disability does not matter. The job requirements dictate who we put in any role.
So are you saying that someone that was fully qualified and had a disability would not be put into a job if they needed an accommodation that was outside of the norm?
