Can the employee participate via phone?
I've had plenty of phone meetings that work quite well.
Since there are often drawings and diagrams, you just need to make sure that everyone has all the graphics files in advance and can refer to them while the meeting is in progress.
HR may have to do some paperwork if the person is hourly.
<-----Original Message----->
>From: jamie beals [[log in to unmask]]
>Sent: 2/19/2009 10:20:04 AM
>To: [log in to unmask]
>Subject: Re: [MUSEUM-L] ANONYMOUS REQUEST: How to Deal with a Problematic Coworker
>
>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.
>
>=== message truncated ===