In Wally, Scott Adams has given us the classic workplace slacker. Wally not only excels at dodging work, he flaunts it. Of course, we laugh at Wally’s “skill-set” because we all know and have worked with a slacker.
There are two types of slackers in most organisations, those who are in over their heads when it comes to getting the job done and those who are just plain lazy. Both types are difficult to deal with and both create morale problems in the workplace.
Regardless of type, slackers have common behaviours:
- They consistently fail to do what they’re expected to do.
- They excel at “busy work”.
- They’re the last to arrive, but the first to leave.
- They try to pass off tasks to other staff members.
- They often claim to be “too busy” to help out.
- They spend lots of time visiting around the office; often interfering with the work of others.
- They lots of time surfing the web, on personal phone calls or personal e-mail/messaging.
Here are some techniques for dealing with slackers:
- Talk with them in private about their behaviour, not in the middle of a team meeting.
- Don’t get angry. Remain calm and objective.
- Focus on measurable productivity. Don’t blame or accuse. Focus on the behaviour not the personality.
- Describe the behaviour’s negative impact on the team.
- Set clear expectations and set up an accountability system to track the expectations. Document the expectations in writing.
- Get a commitment to changing.
Some questions for consideration. Post your answers in the comments below.
- Have dealt with slackers? How?
- Have you been a slacker? What were the consequences? What made you change your behaviour?
- Why is it important to avoid being confrontational?
- What kinds of skills do slackers need to work on? (E.g.: time management.)
6 responses so far ↓
Rachel - Employment File // Jun 18, 2008 at 10:57 am
I find that slacking is usually the result of a bad fit in job. This can be the job duties themselves or a lack of work.
If the issue is a lack of work then a list should always be kept of secondary responsiblities (ie. cleaning that closet no one touches or organizing those files everyone knows are out of order) along with a deadline for them so that the employee feels some urgency in getting those duties completed when their normal workload is slow.
Ian McKenzie // Jun 18, 2008 at 1:03 pm
Thanks Rachel. I once encountered a workplace that had what I’d call a culture of slacking. From the top on down, things got done “whenever”. They had a captive set of clients, who did not have the ability to opted out. It is an understatement to say they generated a load of frustration for others who had to deal with them.
Sonika Mishra // Jun 30, 2008 at 2:10 am
Nice information .. i liked it ..
Keep blogging.
Thanks,
Sonika Mishra
Globalhunt India
drjohn // Jun 30, 2008 at 3:54 pm
What are your thoughts on the concept of Third Place Thursdays?
http://pajamasmedia.com/edgelings/2008/06/30/third-place-thursdays-save-gas-spare-the-air-raise-productivity/
Stephen // Jul 6, 2008 at 10:24 am
Those are almost always the symptoms in my experience.
I think any approach to dealing with the slacker needs to involve giving the employee an “out” by asking about any barriers between them and their productivity. I like to call the approach the “velvet-coated brick wall”. (this is the non-confrontational piece).
Ask the question - is there anything going on that is affecting your work - personal or professional?
If the employee says that he or she has some personal issues - encourage them to call the EAP and offer them a few days off off (they aren’t productive anyway).
If there are work-related issues ( I agree with Rachel that bad fit is often the problem) then you have an opportunity to address them - change of tasks, department, location, job etc.
If the employee is still not producing after all the barriers are removed, you might be able to begin disciplinary action.
I think slackers are in a rut and do need some sort shock or major change to snap them out of it. They need to get busy and stay busy and need to experience the rewarding feeling of getting a task done fast and well.
That is how I am when I get in a rut. Once I get that proud feeling of accomplishment - I’m back on track again.
Michael L. Gooch, SPHR // Aug 19, 2008 at 2:45 pm
1. Have dealt with slackers? How?
As noted by Rachel, it often has to do with job fit. There are only two choices. Move the person to a better fitting job or terminate as swiftly as possible. Either way you will be doing the person and the organization a favor.
2. Have you been a slacker? What were the consequences? What made you change your behaviour?
One time and only for 3 months. Why? Because I hated the job in every aspect. It was a managerial position for a company that could not have cared if I was alive or dead. I left this position for another one that paid much less. Result? Happy and ultimately made up five fold for the money loss.
3. Why is it important to avoid being confrontational?
Why avoid conflict when you really need to correct the problem? In this modern world, far too many managers are afraid of conflict. This is just simple fear preventing you from doing the job you are paid for.
4. What kinds of skills do slackers need to work on? (E.g.: time management.)
Resume writing skills. That is what they’ll need after a day with a good manager.
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