Keep tabs on new and current employees' behaviour and act promptly. One late start can pass with a quick verbal warning, but have a sit-down if the issue is persistent. If you don't act promptly, you implicitly sanction the behaviour for the offender and the rest of the staff.

Meet with the problem employee and explain that their behaviour breaches your workplace agreement. Ask how you could assist in changing their behaviour. Maybe they are resentful at not getting their fair share of shifts or they lack the skills to adequately perform their role. Try to find a mutually beneficial solution, such as a few extra hours or more training. Be sure to keep track of all disciplinary issues and consequent actions.

Consider a performance improvement plan. Sit down with the employee and clarify their responsibilities and your expectations. Be as specific as possible about what needs to change and set realistic, measureable targets. Offer encouragement and support along the way, such as incentives for improved behaviour—even small rewards like a "Most Improved" certificate or a movie pass will go a long way. Be clear about what will happen if the target behaviours are not met.

When managing, watch out for hidden problems. A lazy employee may be good at looking busy when you're around, but others may be picking up the slack when you're not. A keen eye will notice resentment among the staff. Encourage employees to share any concerns in private or anonymously, then discretely examine the issue to ensure its validity. Take action as necessary.

If despite your best efforts you fail to see any improvement in an employee's behaviour, let the individual go. Speak with legal counsel to ensure you are following the law and have proper documentation. Follow their advice on the matter, but do ensure you dismiss the employee with empathy and respect. Whether a mismatch to the job or a troubled employee, this is a difficult process and everyone benefits from a civil ending. Advise your staff of the dismissal and assure them it was the best option for all parties. While a tough decision to make, your establishment will be a happier, more productive place as a result.

About the author:

Heather Kennedy is a Manager of Marketing and Communications for the Canadian Tourism Human Resource Council (CTHRC), a national organization that addresses labour market issues and promotes professionalism in the Canadian tourism sector. For information on any of the programs, services or products offered by the CTHRC, e-mail info@cthrc.ca, call 613.231.6949 or visit www.cthrc.ca.