I have found that when people are clear about their career goals, understand the importance of their contribution, are rewarded for their consistent commitment and have excellent role models of great behavior, they excel.

Those who are ready for this kind of working environment will step up to the plate and demonstrate commitment and dedication – they mirror their leadership team.

If a leader wants great team members, I encourage them to be great leaders. The following three action items to assist leaders with attracting, retaining and developing outstanding team players:

Remember: “Treat people as if they are what they ought to be and you help them to become what they are capable of becoming” – Goethe

1. Set a clear vision/mission
2. Communicate your vision/mission consistently
3. Spend time/use your resources to develop your team

Rock on!

Misti Burmeister, Author of the best-selling book “From Boomers To Bloggers”

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.

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.

http://pajamasmedia.com/edgelings/2008/06/30/third-place-thursdays-save-gas-spare-the-air-raise-productivity/

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.