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All -
It is definitely important to keep in mind that the ADA may be in play here;
however, let's not lose site of the fact that, even given this assumption,
the employee still needs to know how to deal with the situation at hand.

It is important to keep in mind that work still needs to be done with or
without the absent coworker, whatever the reason for the absence.  Perhaps
going through with meetings instead of canceling them altogether, keeping
minutes of the meetings, and keeping the absent employee in the loop via
email or a written report is appropriate - especially if a deadline is
looming.  Make absent coworker aware that you are not trying to leave her
out, but things need to get done.  And though it may not be ideal for
anyone, perhaps suggest a meeting-time outside of museum hours so the work
can get done.

Cheers,
J. Beals

On Thu, Feb 19, 2009 at 9:32 AM, Lisa Shockley <[log in to unmask]>wrote:

>  The original post did not indicate if the rest of the staff is aware of
> the REASON for the absences. Please be aware, if the employee has a medical
> condition which is covered under ADA, the rest of the staff is not required
> to know. Actually, if it is a medical condition even not recognized as a
> disability but being treated by a professional, you still are not required
> to know. I agree with Ms. Moore, you have to do your job and let someone
> else worry about your coworkers. But, if there is a real reason for the
> attendance (or non) of your co-worker, you could be facing extreme
> embarrassment, let alone lawsuit or worse.
>
>
>
> I worked with a woman for nearly six years who had cystic fibrosis and this
> could describe her 100%.  Also, at least two other co-workers that I've had
> in the past who were undergoing chemotherapy/radiation and other cancer
> treatments for approximately two years each. [none at my current position]
>
>
>
> While this co-worker could be lazy and taking advantage, there is a
> possibility that there is a personal issue of which you are not aware and
> are not required to be. Sometimes the co-worker doesn't want everyone
> knowing because they don't want pity—that was the case with the CF patient
> and one of the cancer patients.
>
>
>
>
>
> Lisa
>
>
>
> Lisa Shockley, Curatorial Specialist, 3-D Collections
>
> Union Station/Kansas City Museum
>
> 30 W. Pershing Road
>
> Kansas City, MO 64108
>
> 816-460-2055
>
> "Where there is Peace; there is Culture;
>
> Where there is Culture; there is Peace."
>
> Nicholas Roerich (1874-1947
>
>
>
>
>
>
>   ------------------------------
>
> *From:* Museum discussion list [mailto:[log in to unmask]] *On
> Behalf Of *Julia Moore
> *Sent:* Wednesday, February 18, 2009 4:41 PM
> *To:* [log in to unmask]
> *Subject:* Re: ANONYMOUS REQUEST: How to Deal with a Problematic Coworker
>
>
>
> Boy, have I been in this situation before!
>
>
>
> My advice is to immediately notify your interim supervisor about all of
> this, including the effect her absences have on the timeliness of the
> project.  Let him/her know that despite this, you will deliver the project
> as assigned at your usual level of quality. You can then rest assured that
> you have done your duty and it is the supervisor's responsibility to
> determine consequences for this individual.
>
>
>
> Then you need to move forward and just do the work, since you are
> responsible for the delivery of the project.  Schedule meetings for when she
> is supposed to be there but if she is not there, hold them anyway. Copy her
> on all your team's decisions but do not assign her any work that cannot be
> accomplished within a couple of hours on a day that she shows up. Do not
> make them time-delimited because you don't know if she will be there or not
> to complete the work in a timely manner.  If she complains that she is being
> given scut work or that she is being left out of the decision-making loop,
> you can tell her that since she wasn't there you (as the project director)
> needed to move on without her.  If she complains more, refer her to the
> interim supervisor ("I think you need to talk to Mr. X about that.")
> Document the dates she misses scheduled meetings and let Mr. X know.
> Consider whether or not to keep her name associated with the project if she
> doesn't do any work on it, and if you decide that her level of participation
> doesn't warrant it, discuss your decision with Mr. X and get his approval.
>
>
>
> I reiterate that it is not your job to confront this co-worker or level
> disciplinary action—it is your mutual supervisor's.  Work with her when
> she's there but don't count on her for anything.  Ultimately she will either
> shape up or be fired, and you deal with that outcome when it happens.  But
> if she gets fired, at least the project will be moving forward and the loss
> is not so devastating.
>
>
>
> Julia Muney Moore
>
> Public Art Administrator
>
> Blackburn Architects, Indianapolis, IN
>
> (317) 875-5500 x219
>
> mobile (317) 460-0596
>
>
>
> RFP TO INDIANA ARTISTS FOR INDIANAPOLIS INTERNATIONAL AIRPORT:
> http://www.indflights.com/contracts/index.php
>
>
>
>
>
>
>
> *From:* Museum discussion list [mailto:[log in to unmask]] *On
> Behalf Of *Gayle
> *Sent:* Wednesday, February 18, 2009 3:33 PM
> *To:* [log in to unmask]
> *Subject:* [MUSEUM-L] ANONYMOUS REQUEST: How to Deal with a Problematic
> Coworker
>
>
>
> I've received a request for assistance and am protecting the identify of
> the original poster.  Please see the dilemma below and post to the list your
> suggestions how to deal with this conundrum.  Many thanks to those who can
> offer guidance. It may be something some of you have experienced heretofore
> and can provide creative solutions.
>
>
>
>
>
>
>
> I'm dealing with a coworker who is very unreliable and undependable. The
> rest of us never know when she will actually be in to work or how long
> she'll stay that day. When she is actually at work she is not a bad person
> to work with by any means. My boss is aware of this issue and it's been
> going on as long as I've worked there and from what I can gather, even
> longer than that. Currently my boss is away on leave and our interim
> supervisor is very clueless about all of this.
>
> I am in charge of a project involving her and another coworker. It's hard
> to find time to meet as there is only 1 day a week when all 3 of us are
> there together at the same time. This project has been stalled because she
> repeatedly can't make meetings for one reason or another.
>
> I had a meeting scheduled for today to discuss the project and make action
> plans for the upcoming weeks and months but she can't make it. I realize my
> most pressing concern is timely and there may not be any instantaneous
> replies, but I am in the "wrong" for going on with the meeting even though
> it will just be me and the other coworker? I feel not working on this
> project makes the institution look bad as it is related to our strategic
> plan and goals for the year and it's in our best interest to move forward.
>
> Any thoughts on collaborating with this particular coworker?
>
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