What Should I Do About Unmotivated Employees? Persuade Them, Fire Them?

To preface, this is not a generation thing, I've seen motivated and unmotivated employees across the decades.

I have a field tech who told us that he thinks he should be promoted / paid more before he does more work, that if we show confidence in him, he will do more. In terms of getting work done on job sites, he's roughly a B player, rarely makes major mistakes but also rarely solves things on his own.

* ****** **** ** ** ******* problems **** *********, ******* ********** *** complaining ***** ****** ** *** ******, etc.

* ** ****** **** **** ** these ****** **** *** *** ******* the ***** ** ***** ****** **** way *** **** *** *** *** come *** *****.

**** *** *** ******? **** ***** you **?

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Undisclosed Integrator #2

*'** **** *** **** - * would *** **** ******* *** ****** for * *****. ***'* **** **, they'll ** ** ****** ******* *** a ******* *** ****** ** ******* anyway.

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Undisclosed Manufacturer #3

**** *** *****. **** *** * raise, *** ** ** ********* *******, have *** **** * ********, ********** in ***** ******, **** *** ** he ***** ** *** ***** *******. The ****-**-***-***-***-*** ********.

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(11)

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Michael Silva

In reply to Michael Silva

Silva Consultants

* **** ** #*'* ********** * lot.

**** * ***** ******* *** ** this ********, * **** ** ******* that *** ***** **** ** *********** employees *** **** **** ** ******* with *** ***** ********** *** ********. I *** **** **** ****** * "taker ** ** ******" **** ** came ** *** ****** * *****.

* ***** ******* **** ********* *** more ** **** **** **** *** and **** ******** ***** ****** ****, no ****** **** *** **. *** winners *** *** *******, *** *** slackers *** *** ********. **** **** against ** ***** *** ***** ******** in ** ****, *** *** ****** to ** **** **** *** **** again.

**** **** **** **** ***** **** nature ********** ******* - *** ***'* need ***** ****** ** **** *** they ***. *** ** ** ******* shortcomings *** ******* ** **** ****** quickly ****** **** * **** **** were * *** ***.

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Michael Votaw

•May 15, 2023

* **** * **** ** ***** button *** * ***, ****'* ******* how * **** ** *****. *** it's **** **** *** ****** *** it ** *** ***'*.

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Ryan King

Pacific Audio and Communications

* **** * ***** **** *** told ** **** ** ****** ** should ** ******** / **** **** before ** **** **** ****, **** if ** **** ********** ** ***, he **** ** ****. ** ***** of ******* **** **** ** *** sites, **'* ******* * * ******, rarely ***** ***** ******** *** **** rarely ****** ****** ** *** ***.

**** **** ****** **** ***** *** performance ******. *** ***** *'** ***** is **** ****** *** ********** ****-****** also *** ****** **********. ********** ** their ****-*********** ***** **** **** ***********. Those *** ***'* ****** **** **** to ****-****** ***** *****/*****. **'* ******* Dunning ******. ** ***** ** ***** lack ** ********** ** ** ****** cognitive ****, ** ****.

****** *** **** ***** ** ** paid **** ***** ****** **** ******* better ** ** * ****** ***** don't **** * **** ***** ******, in ** **********.

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Undisclosed Integrator #4

* *** * ****** **** ** when * ***** **** * ********** position **** * ****** ** ****** consider ******, ** **** ***** ****** in ************, ** * *** ** the ********** ** *******. ** ********** me ** ****** ** ****** ** people. **** **** **** ** **** in, *** ** ******* ********** ******* with **** *** ** ******** *** acting.

* *** **** ** *** ************* this; ***** ********** ** ** *** size **** ***, ****** ****** ******, to ******** **** *****/********* ******* ******** (** *** ***** *********** ****, *** that ******).

***... ***** ** **** ******** ** their ************ ***** ** **** "....** ** **** ********** ** ***, he **** ** ****....". ***** **** * *****/********* **********, this *** ** **** ** *** mind, ** ** ******, ** **** a ****-**** ********** ******. ***** ** enough **** ********* ** **** *** not ** ********* ** *** ***** factors, ***** * **** *** ************* eluded ** ** **** ********'* ********.

**** **** *'** ********* * ********** for *** * ******** ********** ***** I've **** ** **** ** *****. There *** *** ********* ******** ********** I ****** **. *****, ** *** individuals *** *****, ** * **** no *********** **** *** *** ****** of ******** *** *** ****** **** work **** *******. ******, ** * have * **** ****** *******, **** failure ** * ****** ** ** weaknesses *** ************. ********* ** ********, it ** ********** **** ******* **** this, *** **** ** *** ********** I **** **** ** **** * feel **** * **** ** "********" **** ***** *********** *****.

** * **** ********, * ***** probably ***** **** *********** *** ** whatever ****** **** *********** ****, ** perhaps ******** *** ** ****** * higher ***** **** **** *** ********* view ***. **** **** ** ****** dialogue **** *** ** *** ********. But ** *** ***, **** *** can **** *** ***** *** ** connect ****** **** **** ********, *** it **** ** ******* ****** ** him.

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Undisclosed Manufacturer #5

** ******* ** **** *** **** by '**** ****'.

** ** '**** ****' *** **** that *** *** ****** **************** ** his *****, **** ********** **** *** the *****, *** ** ******* *** ... **** ****** ** *******.

** ** '**** ****' *** **** simply ******* ** **** *** ****/*********** of ******** **** ** *** ********, then *** ***** **** ** ******** a *** ******.

*: ** ** ******* ***** *** physically ***'* **** ** ?

*: ** **** ***** ********* **** to *** *** ********** ** ****** whilst ** *** ***** ?

*: ** ** ******** **** ****** your ***** ********* ********, ** **** system ****** ****** ** *** *** site ?

*: ** ** ***** ******* *********/****** hardship ?

** *** ****** ** *** ** those * ********* ** ***, **** don't **** *** ***** ****, **** give *** *** *****/*********, *** ***** to ***** ************* **** **** ********* more *********** ** **** *** *** better ******* ***** ***** ****.

** *** ****** ** *** * was **, **** **** **** *** lad.

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Undisclosed Integrator #11

In reply to Undisclosed Manufacturer #5

******. *** “*” ** * *** one **** **** ******** ********.

***** **** *** ********** *** ********* often **** **** ** **** ***** assisting ***** ***********.

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Undisclosed #6

**** ** **** ** ****** ** should ** ******** / **** ****before ** **** **** ****, that if we show confidence in him, he **** ** ****.

* ***'* ******* ****** ***** ******** say **** *** **** ** *** salary ***********. ** ** *** ******** of *** *** *****, ***.

**** ** *** *********** - **** is ******* *** ******** *******... *.*. pay ** **** *** * **** do ****, *** ** *** ***'* I ***'*.

**: "**** ***, *** - ***'* let *** **** *** *** ** the *** ** *** *** ***."

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Undisclosed #6

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Undisclosed Integrator #8

In reply to Undisclosed Integrator #8

**** ** *** *********** - **** is ******* *** ******** *******... *.*. pay ** **** *** * **** do ****, *** ** *** ***'* I ***'*.

*** ***** ** ******** ********* **** on **** ************** ******* * *** increase? *****'* ****** **** ** *** something ****, "******* ****'** *********" ** "they're ******* *** * ****** *********", "they're * **** ******" *** ***** like ****. *** * ****** ** a ******* *** ****** * ****** where * *** ** ****** *********** reviews, ** *** **************** **** ******* changing *** *******, *** **** **** little ** **** *** ** ** the *** ** *** *** ****** some **** ***** ** ******* ** the ******* *** *** ******. * felt **** ** ******** *** ******* ME *******. ** **** **** **** and **'* ******* ***** ** ****** on *** **** *** *******, *** the ********'* *********** *** *********** *******/*********.

** *** ******** ** #*'* ******** post **** **** * ****** *********** literally ****** "* ***'* ** **** work ******* **** *****", **** *** the ******* ** **** *** *** communication ** ****. *** **'** ********* received *** ***** ***** (*** *** side) ** *** ************ **** ** IPVM ** *'* **** ** **** a ***** ** ****.

** ** ******** ** *****-********** ** just ********** ** ****, **** * raise ** **** ** *** **** position *****'* **** *****. **** ** living ********* ****** ** ********** ****** the ***** ******, *** **** ***** offered ******* ****** **** **** **************** may ** ****** ** **** **** motivated ***/** ******* ***** *********** **** if **'* ** *** *****-****. * think *** ****** *** ********** ****** be *** *** ********* *** *** over-performing ** ******** ******* **** ******* and ******** ***. *** *********** ***** MORE, *** ***** ********** ****'** ******** to ****.

** *** ** * "******* **********" philosophy, *** * ***'* ***** ** employee ****** **** ** **** ** too **** **** ** **************** **** aren't ***** *** ** ***** ** be ** *** * *********. * think **** ****** **** ** **** good ** ***** ***.

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(5)

Undisclosed #9

•May 11, 2023

** *** ***** **** ** ***** and **************. * *** **** * company *** * ***** **** **** I *** ****** **** ***** **** my *** *********. ***** ******* ******** at ********** ********** ********* *** **** pay ** **** **** *****, * realized * *** ******* ****** ***** and **** ****- ** ******.

**** **** ***** *** *** **** I *** ***** **** ***** ***** dropped *** **** ***** **, ***** up **** **** **** ******* * months ***** **** * **% ******** in ***+ *********** *** *** **** job. * **** ** ****'* ******** and *** **** *** **** * lot ***** ** **** *** ******** but ** * ******* ***** *** have ** *** ******** *****.

*** ***'* ** ******- *** *** who **** **** **** ** ****** paying **** *** *** * **** with **** ********, ** **** ******** job ***********, *** ** ******* ******* then ** ** ******* **** *** employee **** *** * ***** ****** getting **** **** ***** ** *** plate.

****'* ******- ******* * ******* **** will **** ** *********** **** ** a ******* ********* ** *********** **** at * ******* **** **** ***** current ****** + ***** **** *** get **** ** ** *****?

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Undisclosed #6

•May 11, 2023

In reply to Undisclosed Integrator #8

*** ***** ** ******** ********* **** on **** ************** ******* * *** increase?

****, * **** ** **** ************** a ****** ***** **** ** ** company *** **** **** * ******** my ******* ****** ******** ** **** years - ******* * ******* ** and ****** ***.

***, ** *** **** ** *** for ** ******** - ****** *** aren't ** **** ** **** *** do ** *** ***** *** *** - ** *** ******* *** **** for *****'* ********* **** *******.

**** ****** - ************ - ***** to ****** *** ***** ** ***** two ****** *** ******** ** ****.

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Undisclosed Integrator #11

** ****. ******* ** ******** ***** it ** *** - ** **** cases ** ******* * ********* **** pay ***** *** ******* ***** ** be **** ** ******** *** ******** in *** **** *****.

*** *** *** **** ** ****** increases “****** *** *****” *** **** performers. *** *** ****** ** ****** those *** *** ** *** ******, then ** * *** ***** ************ every ***** ***** *** ****** *** poor ********** ** ** *** *** starting/low **** *** *** ********’* *** scale.

** *** ****** **** ** ** more *** *** **** ****** ** money. *** **** ****** **** ** perform ******* ** ***** ***** *** be **** *********** (******* **** **** to ** **** *** ***** ******* pay) ** **** ***’*.

***** ** *******.

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Undisclosed #6

In reply to Undisclosed Integrator #11

** **** ***** ** ******* * promotion **** *** ***** *** ******* needs ** ** **** ** ******** the ******** ** *** **** *****.

**** ** ******* ***** - *** those ******* **********.

*** **** ***** ***** **** ****'* seeking ********* *** *******, **** ** be *** **** ** **** **** do ** * **** ** *** team?

** *** **** * ***** ** people *** **** **** *** ** do *** **** * ***** ** people *** *** ***** **** ** effective ****?

****, **** **** ****** **** ** move **.

*** **** *** ***** ***** ******* what **** ******* ** ** **** of **** ****.

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Undisclosed Integrator #11

**********? * **** ****.

* **** **** *** **** ** job. **********. **** *** ** ****** leaders. ** ** ****, **** *** and **** **** ** **** ** my **************** ** * *** ***** on *** ***********.

*** * **** **** *** **** the **** *** **** ** ** the **** **** ********** *** ** at ***** ******* ****. **** *** the **********.

** **** *****, ***** **** ***** receive ********** *** ****** ********. ******* they *** ********** *** ******* ******** for ********* *******.

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Undisclosed End User #7

*** *** **** ***** ********* *** the **** ********* ***** *** **** out ** **** ******** ** ******* or ********* **** ************. *** **** performing *** **** *** ******, ** so **** ***** **** * ****** ground ** *********** **** ** **** more.

***** **'* *** **** **** $$ per **** *** ****** ******* *** things **** ********** ******* ***********, ******* to ****** *** ***** ****** **** have * **** ******* ******* ***** equals ***** $$$ *** *****. ***** the ******.

** **** *** *** ******* **** expectations **** ** ****** ** ** like *** *** ** ** ***** to *** ** *** *** ******* the *********** *** **** ******** **** to **** ** **** ****, *** just ****** **.

**** ** * *********** *********** ****?* *********** *********** **** (***) **a ******** **** **** ** **** ********* *** *** *** ******* *** *********** *****. A PIP covers specific areas of performance deficiencies, identifies skills or training gaps and sets clear expectations for an associate's future conduct.

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Undisclosed #1

In reply to Undisclosed End User #7

********* ******** ***, ******!

**** ******** ** ******* ** ********* your ************

********, *** *** ****** ** **** but *** **** ****** ** *** more ** *******

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Jerome Miller

* **** * ****** *** *** a ***** ******* **** ** **** exectuive ********** *** * ***** *** how *** ********* *** ** ****. He **** * ***'* **** **** about *** *** ********* ****** *** I *** ** **** **** ***** employee **** ** ******** . **** lets **** **** * **** ***** them *** *** ***. ******* ********* are **** ******* *** ** ****** to **** ** ** *** *** going ** **** ** ****. ** you *** ***** * *** ** the *** **** *** *****, ** make **** ** **** ** ** the ******* , **** **** **** motivate. * ****** **** * ******* that ********* *********** ******** *** **** had * ********* *** ** ********** their *******, ******** **** **** * amount ** ******* **** *** * 20.00 ****.

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Armando Perez